Reinvent Your Diversity and Inclusion Strategy by Changing Your Corporate language


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Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language

Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?

Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies

At the end of this seminar, participants will be able to:

a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent

Published in: Business, Technology

Reinvent Your Diversity and Inclusion Strategy by Changing Your Corporate language

  2. 2. Agenda Slide Why We Need New Language Background Affects Everything Getting the Buy In For People Getting the Buy In for Leadership PAUSE Language 2
  3. 3. US Centric; Race and Gender; Cultural Assimilation Corrective: “Us vs. Them”; EEO/AA; Political Correctness Event-based; Training Oriented Re-Inventing Diversity Globalism; Cultural Intelligence/ Flexibility Unconscious Perceptions and Behaviors Future Oriented, System-Based, Culture Change 3
  4. 4. Background Cultural/Personal Background Cultural/Personal The Anatomy of Conflict
  5. 5. Shifting from Content… Wondering whether we are good people? Understanding the way we think! …to Context!
  6. 6. Diversity = Productivity and Better Decisions “Identity diversity among intelligent people on a team contributes more to effective problem-solving than a team comprised of the best-performing, intelligent people without identity diversity.” -Scott 6 Page, NY Times, January 8, 2008
  7. 7. Fear Excitement Roller coasters are fun! Roller coasters are scary! Background 7
  8. 8. Background • Enables linguistic interpretation to take place • Enables perceptual interpretation to take place • Structures consciousness John Searle 8
  9. 9. Background 9
  10. 10. Cultural Lens me 10 you
  11. 11. What is Unconscious Bias? The process by which the brain uses mental associations that are so well-established as to operate without awareness, or without intention, or without control. 11 Source: Project Implicit, Harvard University
  12. 12. 12
  13. 13. Implicit Association Test Mazharin Banaji Tony Greenwald Brian Nosek
  14. 14. Unconscious Associations Between Gender and Career The Implicit Association Test measures unconscious associations in thinking. The results show 82% of respondents with at least a slight automatic association of: • Male with Science • Female with Liberal Arts
  15. 15. The Impact of a Name ??????????? United States Singapore Sweden 15
  16. 16. 1200 married male managers in the UK/US were asked to evaluate two identical candidates for advancement: Men married to women with careers of their own select the male and female candidates equally Men married to women whom are homemakers overwhelmingly choose the male candidate 16 Fisher, Anne. “Women: Want a promotion? Find a boss whose wife has a career.” Original research: Sreedhari Desai, Kenan-Flagler Business School at the University of North Carolina.
  17. 17. Micro-Behaviors Micro Inequity Micro Advantage 17
  18. 18. Formal And Informal Decisions Matter Discrimination is Bad, But Favoritism goes unchecked 18
  19. 19. How Might Impact Your Informal Decisions? • • • • • • • Your Go To People Who you send to meetings Who you talk to after meetings Who you give plum assignments to Who you informally mentor Who you have lunch with Who do you give informal feedback to
  20. 20. Buy In At The Top Is Essential 20
  21. 21. Stakeholders • Compliance Case: Legal Issues • Values Based: “It is the right thing to do” • Business Case: It will improve the Bottom Line 21
  22. 22. Discussion Where do you lean when you make a value argument? How might you improve it? 22
  23. 23. Stakeholders Open Up the Systemic Issues • Succession Planning • Marketing And Branding • Sourcing and Recruiting • Performance Evaluations • Reward Systems 23
  24. 24. Four Learnings About Bias Bias stems from our natural inclination to distinguish “friend” from "foe” in order to survive: to have bias is to be human. Our background and experience create the lenses through which we see, interpret, and judge the world: we see the world as we are, not as it is. Being busy and distracted bends us towards making decisions from our past/unconscious. Our talent management systems and decision-making can be riddled with bias; we have to first see it, slow down, and pause to make more objective decisions. 24
  25. 25. The Unconscious is Malleable 25
  26. 26. Take a P.A.U.S.E. Pay attention to what’s actually happening, beneath the judgments and assessments Acknowledge your own reactions, interpretations and judgments Understand the other possible reactions, interpretations and judgments that may be possible Search for the most empowering, productive way to deal with the situation Execute your action plan 26