Why (and How) Diversity Matters Now

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Slide deck for Diversity and Inclusion presentation for Chattanooga SHRM chapter (2010)

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Why (and How) Diversity Matters Now

  1. 1. Why (and How) Diversity Matters Now SHRM Chattanooga
  2. 2. <ul><li>finding joe… </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitter.com/joegerstandt </li></ul><ul><li>www.linkedin.com/in/joegerstandt </li></ul>
  3. 4. consider this… <ul><li>… a long time ago, in a far away galaxy, there was a man named Uri Treisman </li></ul>
  4. 5. consider this… <ul><li>Lack of Adequate Preparation </li></ul><ul><li>Socio-economic Status </li></ul><ul><li>Lack of Family Support </li></ul><ul><li>Lack of Motivation </li></ul>
  5. 6. consider this…
  6. 7. consider this…
  7. 8. consider this…
  8. 9. consider this…
  9. 12. consider this… <ul><li>Power of Assumptions </li></ul>
  10. 13. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul>
  11. 14. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul>
  12. 15. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul><ul><li>“ Good” vs. “Bad” </li></ul>
  13. 16. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul><ul><li>“ Good” vs. “Bad” </li></ul><ul><li>Problem exists out there </li></ul>
  14. 17. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul><ul><li>“ Good” vs. “Bad” </li></ul><ul><li>Problem exists out there </li></ul><ul><li>Leadership </li></ul>
  15. 19. overview <ul><li>what </li></ul><ul><li>why </li></ul><ul><li>what gets in the way. </li></ul><ul><li>how </li></ul><ul><li>q & a </li></ul>
  16. 20. <ul><li>what </li></ul>
  17. 21. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>relational </li></ul><ul><li>generative </li></ul>
  18. 22. difference can be the cause of… <ul><li>Introducing or increasing difference in a social group triggers: </li></ul><ul><li>We vs. They mentality </li></ul><ul><li>Stereotyping </li></ul><ul><li>In-group favoritism </li></ul><ul><li>Inter-group conflict </li></ul><ul><li>Satisfaction, performance, turnover get worse </li></ul>
  19. 25. i d e n t i t y d i v e r s i t y
  20. 26. <ul><li>time </li></ul><ul><li>for </li></ul><ul><li>some exercise </li></ul>
  21. 27. cognitive diversity <ul><li>differences in mental processes of perception, judgment, categorization, rules of thumb, etc. </li></ul>
  22. 28. 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
  23. 29. 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) Left Mode Right Mode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE
  24. 30. counting money spending money saving money helping the others
  25. 31. <ul><li>If everyone is thinking the same thing, someone isn’t thinking at all. </li></ul><ul><li>-General George S. Patton </li></ul>
  26. 32. <ul><li>inclusion is… </li></ul><ul><li>utilization </li></ul><ul><li>The capacity to include difference. </li></ul>
  27. 33. <ul><li>“… being at home…” </li></ul><ul><li>“… belonging…” </li></ul><ul><li>“… able to bring my whole self to work…” </li></ul><ul><li>“… feeling that my unique contribution was valued…” </li></ul><ul><li>“… my perspective is always considered…” </li></ul><ul><li>“… I have a say in what happens…” </li></ul>
  28. 34. fairness of employment practices openness to difference inclusion in decision making
  29. 35. Generative Engagement Royce Holladay, Mary Nations
  30. 36. <ul><li>why </li></ul>
  31. 37. know these 9 things you must
  32. 38. 1-survival <ul><li>“… openness to the outside world, tolerance for the entry of new individuals and ideas, and consequently a manifest ability to learn and adapt to new circumstances.” </li></ul><ul><li>The Living Company | Arie de Geus </li></ul>
  33. 39. 2-new competitive advantage <ul><li>Change is the engine of growth. Sustainable, profitable change is fueled by innovation. </li></ul>
  34. 40. 2-new competitive advantage <ul><li>Change is the engine of growth. Sustainable, profitable change is fueled by innovation. </li></ul>The Medici Effect | Frans Johannson
  35. 41. 3-generational transition US Population Percent Change by Age: 1990 to 2000
  36. 42. 4-new workforce
  37. 43. 5-new consumers
  38. 44. 6-better problem solving The Difference | Scott Page
  39. 45. 7-culture rules
  40. 46. 8-conformity kills
  41. 47. 9-human nature
  42. 48. <ul><li>what gets in the way </li></ul>
  43. 49. stereotype <ul><li>An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality. </li></ul>
  44. 50. stereotype <ul><li>waitress </li></ul><ul><li>librarian </li></ul>
  45. 51. stereotype <ul><li>waitress </li></ul><ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul><ul><li>librarian </li></ul>
  46. 52. stereotype <ul><li>waitress </li></ul><ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul><ul><li>librarian </li></ul><ul><li>knit </li></ul><ul><li>wear glasses </li></ul><ul><li>eat salads </li></ul>
  47. 53. stereotype <ul><li>be engaged in honest and ongoing dialogue with that person </li></ul><ul><li>journal or make notes regarding performance (good and bad) </li></ul><ul><li>include observations of others </li></ul>
  48. 54. pygmalion effect <ul><li>Based on research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affect reality and create self-fulfilling prophecies as a result. </li></ul>
  49. 55. pygmalion effect <ul><li>candid and ongoing dialogue with that person, especially regarding expectations, progress toward expectations and overall performance </li></ul><ul><li>consistently journal about or collect notes regarding performance </li></ul><ul><li>include the observations and perspectives of others </li></ul>
  50. 56. confirmation bias <ul><li>Our tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs. </li></ul>
  51. 57. confirmation bias <ul><li>be engaged in candid and ongoing dialogue with that person </li></ul><ul><li>consistently journal or collect notes about performance </li></ul><ul><li>always include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul><ul><li>focus on outcomes </li></ul>
  52. 58. fundamental attribution error <ul><li>Unjustified tendency to assume that a person's actions depend on what &quot;kind&quot; of person that person is rather than on the social and environmental forces influencing the person. </li></ul>
  53. 59. fundamental attribution error <ul><li>always assume positive intent </li></ul><ul><li>work to consistently pursue additional info, and ask good open ended questions </li></ul><ul><li>listen actively </li></ul><ul><li>include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul>
  54. 60. how
  55. 61. change
  56. 62. <ul><li>Survey of 1,800 people asked: </li></ul><ul><li>Does your boss need to change? </li></ul><ul><li>Do your peers need to change? </li></ul><ul><li>Do your subordinates need to change? </li></ul><ul><li>Do you need to change? </li></ul><ul><li>80% agreed that their boss, their peers and their subordinates need to change. </li></ul><ul><li>20% believe they need to change. </li></ul><ul><li>-Sue Annis Hammond, Andrea Mayfield </li></ul>
  57. 63. your best friends… clarity & simplicity
  58. 67. foundation <ul><li>what: what it is </li></ul><ul><li>why: why it is of value </li></ul><ul><li>how: how you are going to pursue that value </li></ul>
  59. 68. additional considerations: <ul><li>steering team </li></ul><ul><li>leadership involvement </li></ul><ul><li>role of consultants </li></ul><ul><li>collaborative process – ost, ai, open and closed focus groups </li></ul>
  60. 70. tools <ul><li>infrastructure: framework for guidance </li></ul><ul><li>training: info and expectations </li></ul><ul><li>action plan: doing now </li></ul>
  61. 71. additional considerations: <ul><li>distributed ownership / accountability </li></ul><ul><li>metrics </li></ul><ul><li>social media </li></ul>
  62. 73. strategic <ul><li>employees: past, present future </li></ul><ul><li>customers: past, present, future </li></ul><ul><li>partners </li></ul>
  63. 74. additional considerations <ul><li>social media </li></ul><ul><li>qualitative and quantitative data </li></ul><ul><li>brand expertise </li></ul>
  64. 75. <ul><li>Walk tall, kick ass, love music, and never forget you come from a long line of truth seekers, lovers, and warriors. - Hunter S. Thompson </li></ul>
  65. 76. thank you!
  66. 77. <ul><li>joe gerstandt </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitter.com/joegerstandt </li></ul><ul><li>www.linkedin.com/in/joegerstandt </li></ul><ul><li>www.facebook.com/joegerstandt </li></ul><ul><li>402.740.7081 </li></ul>

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