The document discusses the importance of inclusive leadership and diversity in organizations. It addresses nine key characteristics of inclusion: language & logic, employment practices, orientation toward difference, decision making, relational networks, balanced outcomes, access, behavioral intelligence, and inclusive leadership. For each characteristic, it provides examples of inclusive and exclusive behaviors and their impacts on creating an environment where all individuals feel valued and able to contribute their full selves.

1. “We need in every community a group of angelic troublemakers.”
Bayard Rustin

2. joegerstandt.com
joe.gerstandt@gmail.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081

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:
1 = poor (not doing it at all, doing it badly)
3 = fair
5 = good (others could learn from us)
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 alongthe dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs,political beliefs, or other ideologies.It is the explorationof these differences in a safe, positive, and nurturing environment.It is about understanding each other and moving beyondsimple tolerance to embracing and celebrating therich dimensions of diversity contained within each individual.

9. Similarities and differences amongemployeesinterms
of age, cultural background, physicalabilitiesand
disabilities, race, religion,sex, and sexualorientation.

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 morediversity perform better or worse than groups with lessdiversity

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

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

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

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

23. low
belongingness
high
belongingness
low value in uniqueness
high valuein uniqueness

24. 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 valuein uniqueness

25. 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 valuein uniqueness

26. 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 valuein 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.

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.
assimilation:
Individual is treated as an insider in the work group when they conform to org. / dominant culture
norms and downplay uniqueness.
high valuein 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.

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 valuein 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.

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

30. •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

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

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

34. 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

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

36. 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

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

38. 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

41. MT
engineers
@joegerstandt

42. MT
management
MT
engineers

43. MT
management
MT
engineers
NASA
management

44. MT
management
MT
engineers
NASA
management

45. MT
management
MT
engineers
NASA
management

46. Tuesday morning
January 28th
1986

47. MT
management
MT
engineers
NASA
management

48. MT
management
NASA
management

49. groupthink

50. 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.

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

52. 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

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

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

56. 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

57. 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

58. 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

59. 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

60. 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

61. 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

62. MBA
Harvard University
100 people

63. MBA
Harvard University
100 people
team #1

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

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

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

68. 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

70. dysfunction

71. dysfunctional disagreement
dysfunctional agreement

73. also
dysfunction

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

75. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement

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

77. 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

78. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot

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

80. 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

81. 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

82. 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

83. 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

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

85. 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

87. Does this look more familiar?!

91. consider a ten person team
1
2
4
5
9
3
8
7
6
10

92. 1
9
7
6
5
2
3
8
4
10

93. Outcome disparities often linked to social disparities.

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

97. 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?

98. 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?

99. 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?

100. 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?

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

102. 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?

103. 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.

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

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

107. 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

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

109. 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

110. behavioral intelligence
1.Accurate understanding of human nature, and decision making.
2.Variance in employee experience.

112. stereotype
waitress
librarian

113. smoke
bowl
eat hamburgers

114. smoke
bowl
eat hamburgers
knit
wear glasses
eat salad

115. 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.

116. volunteers?

117. 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.

118. 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.

119. 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.

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

123. 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

124. 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

125. 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)?

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