This document summarizes a presentation on diversity and inclusion in the workplace. It discusses adopting practices like authenticity, inclusive decision-making, building relational networks, mitigating unconscious bias, and designing employee experiences with diversity in mind. Specific tips are provided, such as making social time, prioritizing relationships across differences, inviting understanding of human biases, and involving diverse employees in planning. The goal is creating an inclusive culture where all employees feel like valued insiders and are able to be their authentic selves.

1. @joegerstandt
#SHRM14
06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
The Future of Diversity & Inclusion

3. The future
belongs to
those who
prepare
for it
today.

4. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience design
Where shall we go from here?

5. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience design
@joegerstandt #SHRM14

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

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

8. •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

9. 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.

10. What
quadrant
would you
put yourself
in?
What
quadrant
does your
org aim
for?
What
needs to
change?
A quick chat…

12. do stuff!
• Start with yourself.
• Make “inclusion” more tangible.
• Reward initiative and risk taking.
• Provide variety of ways to participate & share.
• Provide employees with more choice
–what to work on
–where & when to work
–who to work with
–how to dress

13. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience design
@joegerstandt #SHRM14

14. 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

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

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

17. 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.

18. consider
decision
making… 1 - 10
What
makes it
better?
Another quick chat…

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

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

22. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement

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

24. 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

25. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
sweet
spot

26. do stuff!
• Explicit framework for decision
making and disagreement.
• Promote, teach, reward respectful
disagreement and assertive
communication.
• Conflict management as a
management competency.

27. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience design
@joegerstandt #SHRM14

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

31. 1
9
7
6
5
2
3 8410

32. 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?

33. 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?

34. 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?

35. 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?

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

37. 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?

38. Who do you discuss new
ideas with?
Who do you turn to for help?
Who do you get the most
valuable information from?
Who do you trust to keep
your best interests in mind?

39. do stuff!
• Prioritize relationships.
• Make social time and space.
• Deliberate efforts to build
bridges.
• Social tools.

40. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience design
@joegerstandt #SHRM14

42. 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.

44. stereotype
An idea or image; a mental
framework that contains our
knowledge, beliefs,
expectations and feelings
about a social group.
Stereotypes allow for no
individuality.

45. stereotype
waitress librarian

46. smoke
bowl
eat hamburgers

47. smoke
bowl
eat hamburgers
knit
wear glasses
eat salad

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

49. do stuff!
• Invite an accurate understanding of
human nature, including appreciation
for the fact that we are naturally
biased.
• Intentional efforts to mitigate bias in
decision making about individuals
(interviewing, hiring decisions,
evaluation, etc.)

50. 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

51. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

52. do stuff!
• Be aware that your employees are
experiencing the workplace
differently, and that it impacts their
performance.
• Surfacing and sharing this information
can help you better meet unmet
needs.
• Involve employees in planning &
decision making.

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