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Objectivity or Subjectivity - Owning your bias and interactions - Natalie Warnert Agile2016

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Teams are diverse entities with different backgrounds, experiences, and opinions. This diversity leads to bias-influenced interactions among team members, whether they realize the influence or not. The behaviors and resulting decisions made because of implicit or explicit bias have their own consequences to teams and projects alike. These consequences and biases are more visible retrospectively, but how do we encourage and empower people to understand how the judgments they make wholly affect their behavioral interactions?

This session will discuss the the idea of cognitive bias, both implicit and explicit, using several examples from well known studies, smaller research observations, and individual experiences. A facilitated discussion will be conducted to discuss how the example perceptions and situations, as well as participant's own experiences, influence behaviors and interactions with others. By talking openly about bias, participants will learn approaches to dissect their rationale and motivations in order to make decisions which are less emotionally charged and more objective. Participants will leave with a self-defined plan to help interpret their judgments and realizations to continue practicing mindful bias exploration in their lives.

Published in: Self Improvement
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Objectivity or Subjectivity - Owning your bias and interactions - Natalie Warnert Agile2016

  1. 1. @natali ewarnert OBJECTIVITY OR SUBJECTIVITY? OWNING YOUR BIAS & INTERACTIONS Natalie Warnert – #Agile2016
  2. 2. @natali ewarnert Natalie Warnert www.nataliewarnert.com @nataliewarnert
  3. 3. @natali ewarnert Teams are diverse entities formed by the individual and collective experiences of their members. Some experiences and associated baggage are readily apparent; others are not. ”
  4. 4. @natali ewarnert THIS LEADS TO INTERACTIONAL BAGGAGE
  5. 5. @natali ewarnert MY INSPIRATION #WOMENINAGILE Intimidation from a lack of diversity Men: 3% Women: 9% Why are you less involved in the agile community than you would like to be?
  6. 6. @natali ewarnert MY INSPIRATION #WOMENINAGILE Intimidation from a lack of diversity Men: 3% Women: 9% When you think of women specifically, why do you think they are less involved in the agile community? Intimidation from a lack of diversity Men: 60% Women: 33% Why are you less involved in the agile community than you would like to be?
  7. 7. @natali ewarnert What do these words mean to you? Prejudice Stereotype Perception Judgement Bias Subjective Objective Cognitive Implicit TERMDEFINITION
  8. 8. @natali ewarnert What do these words mean to you? Prejudice Stereotype Perception Judgement Bias Subjective Objective Cognitive Implicit Definitions get blurred TERMDEFINITION
  9. 9. @natali ewarnert Judgement: An opinion or conclusion Subjective: Based on or influenced by personal feelings, tastes, or opinions Objective: Not influenced by personal feelings or opinions in considering and representing facts WHAT IS JUDGEMENT?
  10. 10. @natali ewarnert Prejudice: Perceived opinion that is not based on reason or actual experience Stereotype: A widely held but fixed and oversimplified image or idea of a particular type of person or thing Perception: A way of regarding, understanding, or interpreting something; a mental impression WHAT INFLUENCES JUDGEMENT?
  11. 11. @natali ewarnert Bias: Prejudice in favor or against one thing, person, or group compared with another, usually in a way considered to be unfair Explicit: Attitudes or beliefs that one endorses at a conscious level Implicit Subtle judgement or behavior cognitive processes often operating at a level below conscious awareness JUDGEMENTS FORM BIASES
  12. 12. @natali ewarnert Individuals create their own social reality from their perception of the input -Wikipedia”
  13. 13. @natali ewarnert what does this mean for teams?
  14. 14. @natali ewarnert divers e individual experiences and interactions lead to diverse team experiences and interactions
  15. 15. @natali ewarnert baggag e collected through these interactions and experiences influence s perceptions, behaviors, judgements. team norms that result are directly affected
  16. 16. @natali ewarnert IT’S AWKWARD TO ADDRESS
  17. 17. @natali ewarnert PERSONAL ACTIVITY What are some inaccurate perceptions people have made about you?
  18. 18. @natali ewarnert WHAT DOES SOCIETY PERCEIVE SOFTWARE DEVELOPER SOFTWARE TESTER PROJECT MANAGER MANAGER. MOST POPULAR IMAGE (PERSON) BY SEARCH TERM
  19. 19. @natali ewarnert WHAT DOES SOCIETY PERCEIVE FEMALE SOFTWARE DEVELOPER FEMALE SOFTWARE TESTER FEMALE PROJECT MANAGER FEMALE MANAGER. MOST POPULAR IMAGE (PERSON) BY SEARCH TERM
  20. 20. @natali ewarnert THESE IMAGES SAY A LOT
  21. 21. @natali ewarnert WE SAY WE WANT diverse teams WE WANT effective interactions BUT WE IGNOR E our different experiences, emotions, and societal pressures that lead us to interact with each other differently
  22. 22. @natali ewarnert how do we own our interactions?
  23. 23. @natali ewarnert by admitting we have biases
  24. 24. @natali ewarnert In every human interaction there is an emotional aspect – what people are feeling, attitudes based on past experience that are shaping their perceptions. - Closing the Interaction Gap
  25. 25. @natali ewarnert BEHAVIORS AVOIDANCE CREATES “Past histories of poor interaction between groups can breed resentments that are difficult to overcome. Even positive emotions can get in the way of effective interaction. People or groups who like and respect each other may hesitate to speak up about problems or share their ideas for fear of offending the other party and upsetting the relationship.” Defensiveness – natural reaction is to defend your position – your style of working has created success in the past so the problem must be with the other people. – It’s easier to see in others than ourselves -Closing the Interaction Gap
  26. 26. @natali ewarnert FOUR FATAL FLAWS TOWER OF BABEL Failing to create a shared language around interaction THE GRAVITY OF HABIT Understanding the power of group norms ONE AND DONE Failing to transfer skills from theory to reality HEAD OVER HEART Ignoring the impact of emotions and defensiveness Closing the Interaction Gap
  27. 27. @natali ewarnert COHESIO N CONFORMITY CONVERGENC E UNDERSTANDING GROUP NORMS Is the group conforming around norms that work against effective interaction? Closing the Interaction Gap
  28. 28. @natali ewarnert THIS ALL LEADS TO BIASED INTERACTIONS GROUP NORMS SOCIETY EXPERIENCE PERCEPTIO N
  29. 29. @natali ewarnert ACTIVITY 10 MINUTES
  30. 30. @natali ewarnert UNDERSTANDING PERSONAL BIAS 1. Look at a belief you hold strongly 2. Identify the reasons for it 3. Understand and recognize your right to your belief 4. Identify reasons for different beliefs and approaches 5. Understand and recognize that people who have different beliefs have the same rights 6. Be willing to integrate other people’s information as well as ours into our approach to helping 7. Understand how this belief influences your behaviors and interactions 8. How will you remain self aware of this influence
  31. 31. @natali ewarnert WE HAVE A RIGHT TO BELIEVE WHAT WE WANT -JUDGEMENTS -STEREOTYPES -PREJUDICE -BIAS
  32. 32. @natali ewarnert WE DO NOT HAVE A RIGHT TO TREAT OUR TEAMMEMBERS UNFAIRLY BECAUSE OF OUR BELIEFS OR PRESS OUR BELIEFS ON TO OTHERS
  33. 33. @natali ewarnert WE DO NOT HAVE A RIGHT TO TREAT OUR TEAMMEMBERS UNFAIRLY BECAUSE OF OUR BELIEFS OR PRESS OUR BELIEFS ON TO OTHERS WE MUST PREVENT THE JUDGEMENT FROM BECOMING A BIAS-CHARGED INTERACTION, REACTION, OR BEHAVIOR
  34. 34. @natali ewarnert it is hard to be self-aware
  35. 35. @natali ewarnert WHAT CAN WE CHANGE? Get to know people who buck or break your stereotypes and judgements Learn about the roots of stereotypes, judgements, and bias in your own life Leave processing time or retrospect on personal thought processes Practice self-awareness and emotional intelligence
  36. 36. @natali ewarnert WHAT CAN WE CHANGE? CTA! How will you measure growth? What are your goals for future interactions? What does improvement and success look like? Formulate a plan with specific actions and timelines
  37. 37. @natali ewarnert WHAT DID I DO?
  38. 38. @natali ewarnert KEY TAKEAWAYS IDENTIFY Personal bias (implicit or explicit), judgements, and understand the roots ACCEPT That you have the right to believe what you want MONITOR How we interact with others in spite of or because of our bias and create an action plan to improve
  39. 39. @natali ewarnert THANKS FOR COMING www.nataliewarnert.com @nataliewarnert

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