Slides from a 6 hour workshop focused on "building an inclusive organizational culture," delivered by joe gerstandt @joegerstandt joegerstandt.com

1. Culture
Builder
Bootcamp
The What,
Why and How
of Building an
Inclusive
Organizational
Culture

3. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

4. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership
what
why
how (measure)
how (move)

5. simple self assessment
• assess your organization on 9 characteristics
• red = bad
• yellow = fair
• green = good
• start thinking about a move forward plan

6. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

7. What looks like
resistance is
often a lack of
clarity.
Switch, Dan and Chip Heath

8. The concept of diversity encompasses
acceptance and respect. It means understanding
that each individual is unique, and recognizing
our individual differences. These can be
along 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 these
differences in a safe, positive, and nurturing
environment. It is about understanding each other
and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.

9. Similarities and differences
among employees in terms
of age, cultural background,
physical abilities and
disabilities, race,
religion, sex, and
sexual orientation.

10. diversity…

11. difference
diversity…

12. di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being
diverse; difference;
unlikeness.
2.variety; multiformity.
3.a point of difference.

13. difference
relational
diversity…

15. difference
relational
takes
many forms
diversity…

17. difference
relational
takes
many forms
disruptive
diversity…

18. ↑diversity =
↑variance in
performance
groups with more diversity
perform better or worse than
groups with less diversity

19. identity diversity:
Differences in our social
identities.
cognitive diversity:
Differences in how we think and
solve problems.

20. i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y

21. time
for
some
exercise

22. 1. Circle the three aspects of your
identity that have been the most
central to your life experience.
2. In groups of two or 3, share how
these factors have influenced you.
• Your values & priorities.
• How you approach work.
• Your experience inside this
organization and/or other
organizations.

23. i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y

24. inclusion:
The actions that we
take to include
additional difference
in a process or group.

25. inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution
was valued…”
“…my perspective is always
considered…”
“…I have a say in what happens…”

26. low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness

27. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
high value in
uniqueness

28. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness

29. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.

30. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.

31. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.

32. self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent

33. •29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonly associated with a given
identity
•57% avoided sticking up for their
identity group
•18% limited contact with members of
a group they belong to

35. ????????????????????????????
????????????????????????????
????????????????????????????
????????????????????????????
??????Is it safe to be unpopular
here????????????????????????
????????????????????????????
????????????????????????????
????????????????????????????
????????????????????????????

36. language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.

37. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

38. employment practices
1.Perceived fairness.
2.Perceived consistency.
3.Clear, concise.
4.Explicit.
5.Malleable.

39. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

40. orientation towards difference
Is difference viewed
(formally and
informally) as a
positive thing?

41. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

44. MT
engineers
@joegerstandt

45. MT
management
MT
engineers

46. MT
management
MT
engineers
NASA
management

47. MT
management
MT
engineers
NASA
management

48. MT
management
MT
engineers
NASA
management

49. Tuesday
morning
January
28th
1986

50. MT
management
MT
engineers
NASA
management

51. MT
management
NASA
management

52. g
r
o
u
p
t
h
i
n
k

53. groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic appraisal of alternatives.
Group members try to minimize
conflict and reach a consensus
decision without critical evaluation
of alternative ideas or viewpoints.

54. Minority dissent, even
dissent that is wrong,
stimulates divergent thought.
Issues and problems are
considered from more
perspectives and group
members find more correct
answers.
-Nemeth, Staw (1989) Advances in Experimental
Social Psychology

55. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency

56. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

57. Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology

58. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

59. consider
decision
making… 1 - 10
What
makes it
better?

61. We simply decide
without thinking
much about the
decision process.
-Jim Nightingale

62. cognitive diversity
The extent to which the
group reflects differences
in knowledge, including
beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal

63. 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
-Ned Herrmann

64. 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)
LeftMode
RightMode
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE

65. 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
-Ned Herrmann

66. 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
potential

67. 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
tension

68. 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
-Ned Herrmann

70. what do you see?

71. please add these numbers…

72. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

73. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55

74. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?

75. Draw a 9 dot matrix on a blank
paper …

77. Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected lines that will
go through all nine dots, but
through each dot only once.

82. MBA
Harvard University
100 people

83. MBA
Harvard University
100 people
team #1

84. MBA
Harvard University
100 people
team #1
team #2

85. MBA
Harvard University
100 people
team #1
team #2

86. MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits

88. These theorems that when
solving problems, diversity can
trump ability and that when
making predictions, diversity
matters just as much as ability
are not political statements.
They are mathematical
truths.
-Scott Page

90. dysfunction

91. dysfunctional
disagreement
dysfunctional
agreement

93. also
dysfunction

94. If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-George S. Patton

95. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement

96. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict
us vs.
them

97. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
always
agree
lack of
honesty
meeting
after the
meeting
avoid
conflict

98. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
sweet
spot

99. low courage high courage
low
consideration
passive
aggressive
aggressive
high
consideration
passive assertive

100. Passive communicators:
• fail to assert themselves
• allow others to deliberately or
inadvertently infringe on their rights
• fail to express their feelings, needs, or
opinions
• tend to speak softly or apologetically
• exhibit poor eye contact and slumped
body posture

101. Aggressive communicators:
• try to dominate others
• use humiliation to control others
• criticize, blame, or attack others
• speak in a loud, demanding, and
overbearing voice
• do not listen well
• interrupt frequently
• use “you” statements

102. Passive-Aggressive
communicators:
• mutter to themselves rather than confront the
person or issue
• have difficulty acknowledging their anger
• use facial expressions that don't match how
they feel - i.e., smiling when angry
• use sarcasm
• appear cooperative while purposely doing
things to annoy and disrupt
• use subtle sabotage to get even

103. Assertive communicators:
• state needs, feelings and wants clearly,
appropriately, and respectfully
• use “I” statements
• listen well without interrupting
• have good eye contact
• speak in a calm and clear tone of voice
• have a relaxed body posture
• do not allow others to abuse or
manipulate them

104. decision making
1.Explicit agreements.
2.Support & training.
3.Conflict management.
4.Integral to leadership /
management model.

105. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

107. Does this look more familiar?!

111. consider a ten person team
1
2
4 5
9
3
876
10

112. 1
9
7
6
5
2
3 8410

113. Outcome disparities often
linked to social disparities.

116. homophily: the tendency of
individuals to associate
and bond with similar others.
More than 100 studies have
observed homophily in some
form or another establishing that
similarity breeds connection.
These include age, gender, class,
and organizational role.

117. social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?

118. social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?

119. social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?

120. social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on) Over
the last 6 months, who are the
main people with whom you
have socialized informally?

121. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity

122. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?

123. relational networks
1. Value relationships and
relationship building.
2. Big, far-reaching networks.
3. Diverse networks.
4. Importance of trust
building…truth. Ground vs. Hq
5. Social tools.

125. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

126. employment outcomes
1.Balanced?
2.Reflective?

127. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

128. access
1.Information.
2.Influence.
3.Change.

129. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

130. behavioral intelligence
1.Accurate understanding of
human nature.
2.Variance in employee
experience.
3.Authenticity.

132. stereotype
waitress librarian

133. smoke
bowl
eat hamburgers

134. smoke
bowl
eat hamburgers
knit
wear glasses
eat salad

135. It requires no hatred or fear to
assign meaning to the things
that we see, we do it
automatically.
The problem is that we forget,
do not realize, or deny that
this even happens.

136. volunteers?

137. pygmalion effect
Based on research by Robert
Rosenthal and Lenore
Jacobson, showing that
biased expectations affect
reality and create self-
fulfilling prophecies as a
result.

138. confirmation bias
Our tendency to search for or
interpret new information in
a way that confirms
preconceptions and avoids
information and
interpretations which
contradict prior beliefs.

139. fundamental attribution error
An unjustified tendency to
assume that a person’s actions
depend on what kind of person
that person is rather than on the
social environmental forces
influencing the person.

142. If you do not
intentionally,
include, you will
unintentionally
exclude.

143. Top Regrets of The Dying
Bronnie Ware, palliative nurse

144. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

145. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

146. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

147. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

148. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

149. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.

150. self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent

151. •29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonly associated with a given
identity
•57% avoided sticking up for their
identity group
•18% limited contact with members of
a group they belong to

152. When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business School
Working Paper 12-083 | March, 2012

153. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership

154. inclusive leadership
• Are there specific behaviors, actions and
outcomes that are developed, supported
and rewarded (for all employees)?
• Are there specific behaviors, actions and
outcomes that are developed, supported
and rewarded (for managers)?

155. inclusive leadership
• assertive communication
• conflict management
• seeking out dissent & novelty
• bridge building
• relationship focus (size & diversity of
network, trust)
• actively checking blind spots

157. www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081