3 Keys to Embracing Diversity, Learning and Leadership
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Not everybody wants to work with someone like Dwight Schrute, but studies have shown that dissonance leads to greater outcomes. Dwight overtly provides dissonance; however, dissonance is hidden all around us. Attendees will learn to embrace dissonance through simple habits that help to recognize, acknowledge and leverage it.
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3 Keys to Embracing Diversity, Learning and Leadership
- 1. EMBRACING DIVERSITY ENHANCES LEADERSHIP AND LEARNING Nathan Kaoru Keikiokamakua Hanamaikai-Escobedo
- 2. TOO MUCH OF A GOOD THING? • Time • Money • Knowledge • Ability • Friendships • Same opinions • Same ideas • Devil’s playground • Greed • Rationalization • Underachievement • Obscuring of priorities • Group-think • Stasis, incremental improvement
- 3. TRADITIONAL LEADERSHIP • Doing • Listening, THEN doing • BUT, it’s hard to listen or even hear if you don’t recognize that anyone else is trying to talk
- 4. WHAT IS DIVERSITY? • Traditional thinking: difference or variety in color, shape, size, language, etc. • SEEING with an open mind
- 5. WHAT IS LEADERSHIP? • Traditionally: Do what needs to be done OR tell others to do what needs to be done • LISTENING with purpose
- 6. WHAT IS LEARNING? • Traditionally: Sit, listen, take notes, memorize • DOING with purpose
- 7. WHAT IS LEADERSHIP WITHOUT… • …seeing? • …doing? • …listening?
- 8. THE DWIGHT SCHRUTE EFFECT • Socially-distinct • Distinct, not inept “One of the most-cited benefits of diversity is the infusion of new ideas and perspectives… That leads to discomfort, but also to a better process that ultimately yields superior outcomes.”
- 9. SEEING LISTENING DOING 1. Seeing 2. Listening3. Doing
- 10. HOW THE BRAIN WORKS 1. Seeing 2. Listening3. Doing Cognitive Dissonance Leverage the way your brain works to increase your capacity to lead. 30% of all caloric intake
- 11. A BAD EXAMPLE
- 12. TYPES OF DIVERSITY Traditional • Race • Ethnicity • Gender • Sexual preference • Height, weight, etc. What else? • Socioeconomic • Education • Level and type • Beliefs • Home situation • Class schedule • EXPERIENCE (common objects lesson) Time and patience are required!
- 13. CAN IT GO TOO FAR? • Too much seeing? • Too much listening? • Too much doing? • Syndrome quote • If everyone is being heard… nobody is. You can’t meet every person’s every need without diluting their impact.
- 14. HOW DO WE FIND BALANCE? • Equality? • Equity? • Deep Dive • No easy fix. • Commitment to culture and process
- 15. HOW DOES DIVERSITY BECOME CULTURE? 1. Seeing 2. Listening3. Doing
- 16. CONTACT INFO • Nathan Hanamaikai nathanh@uvu.edu 801-863-7437 Facebook: Nathan Hanamaikai-Escobedo LinkedIn: Nathan K. K. Hanamaikai-Escobedo
Editor's Notes
- Dissonance can be reduced in one of three ways: First, individuals can change one or more of the attitudes, behavior, beliefs etc. so as to make the relationship between the two elements a consonant one. When one of the dissonant elements is a behavior, the individual can change or eliminate the behavior. However, this mode of dissonance reduction frequently presents problems for people, as it is often difficult for people to change well-learned behavioral responses (e.g. giving up smoking). A second (cognitive) method of reducing dissonance is to acquire new information that outweighs the dissonant beliefs. For example, thinking smoking causes lung cancer will cause dissonance if a person smokes. However, new information such as “research has not proved definitely that smoking causes lung cancer” may reduce the dissonance. A third way to reduce dissonance is to reduce the importance of the cognitions (i.e. beliefs, attitudes). A person could convince them self that it is better to "live for today" than to "save for tomorrow." In other words, he could tell himself that a short life filled with smoking and sensual pleasures is better than a long life devoid of such joys. In this way, he would be decreasing the importance of the dissonant cognition ("smoking is bad of ones health"). Notice that dissonance theory does not state that these modes of dissonance reduction will actually work, only that individuals who are in a state of cognitive dissonance will take steps to reduce the extent of their dissonance. One of the points that dissonance theorists are fond of making is that people will go to all sorts of lengths to reduce dissonance. (http://www.simplypsychology.org/cognitive-dissonance.html)
- I need two volunteers: - one to describe - one will watch me, then will draw - then they will switch roles, but without seeing the object or the drawing - What would have helped you to do a better job? Time. Slow down, be patient. Change will come.
- Things to consider… This doesn’t mean not to see, listen and do selectively, or in a limited fashion. But, it means to be realistic about how you go about it and stick to the timeframes and deadlines you set for yourself on any project, program, or initiative.
- One tends to level the playing field, and one tends to level the players. Unfortunately, the traditional approaches to increasing diversity have involved initiatives which seek to fill the gap, instead of fixing the problem that is causing the gap. Why? It just takes longer to fix the problem, and most policymakers are looking for more immediate impact. However, this impact is normally short-lived and requires constant attention to continue filling the gap. Everyone in the Deep Dive comes with different strengths and perspectives. Each is not considered an equal partner but rather are recognized for what they can contribute. This is the heart of equitable treatment of individuals. Creating and engendering a living process will enable you to change a culture, and the outcomes of that culture change, forever.
- To simplify this massive change into one simple take-away from this presentation, just remember this… The more you see around you, the more you can listen to what is being said. The more you listen, the more your actions will reflect the infusion of knowledge. The more you do what is in harmony with your new knowledge, the more you will begin to see the diversity all around you. The more diversity you see, the stronger, better and more able leader you will become.