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.
The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Co...Joe Gerstandt
Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion
Becoming a better leader is something that can help a whole company prosper. But having bad leaders can derail an entire group. Find out if you're one of the five types of leaders who derail (and ways to correct that).
Personal Development Framework:
- Personal Development
- Personal Knowledge
- Types of workplace learning
- The Conceptual evaluation among organizations
- Finding Self
Professionalism:
- Profession, Professional, Professionalism, Professionalization
- Scope of the Profession
- Causes of Lack of Professionalism
- Things to think about!
- Writing Thank-You Notes
- Seven (07) manners for Smartphone use
- Seven (07) Tips for e-mail communication
- Top ten (10) Business Etiquette behavior
- Five (05) keys to be a true professional
Developing Software is a Team effort that includes communication, debates, disputes and conflicting ideas of what has to happen how. This is where Nonviolent Communication steps in and puts empathy with yourself and other persons in the center of communication. If your Job revolves around Teams and groups of Persons working together, Nonviolent Communication is a tool and philosophy that you should know. We try to have a small look into NVC in this talk.
The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Co...Joe Gerstandt
Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion
Becoming a better leader is something that can help a whole company prosper. But having bad leaders can derail an entire group. Find out if you're one of the five types of leaders who derail (and ways to correct that).
Personal Development Framework:
- Personal Development
- Personal Knowledge
- Types of workplace learning
- The Conceptual evaluation among organizations
- Finding Self
Professionalism:
- Profession, Professional, Professionalism, Professionalization
- Scope of the Profession
- Causes of Lack of Professionalism
- Things to think about!
- Writing Thank-You Notes
- Seven (07) manners for Smartphone use
- Seven (07) Tips for e-mail communication
- Top ten (10) Business Etiquette behavior
- Five (05) keys to be a true professional
Developing Software is a Team effort that includes communication, debates, disputes and conflicting ideas of what has to happen how. This is where Nonviolent Communication steps in and puts empathy with yourself and other persons in the center of communication. If your Job revolves around Teams and groups of Persons working together, Nonviolent Communication is a tool and philosophy that you should know. We try to have a small look into NVC in this talk.
Format: Interactive seminar/workshop
Time: 60 - 90 min
Target Audience: Researchers, Staff members, graduate students (in any)
Learning objectives:
By the end of this session, participant will:
•Understand what imposter fears are and learn to recognize them;
•Be able to identify cognitive distortions that prevent women from taking actions;
•Identify strategies to overcome self-doubt and build resilience.
Sue Johnston of It's Understood Communication presents at Scotia Agile Conference, Online, June 24, 2021
Being Wrong: What if the smartest thing you can do is give up the need to look smart?
We often think of our capacity to experience the suffering of others as the ultimate source of goodness. But new research makes the case that some of the worst decisions made by individuals and nations are too often motivated by honest, yet misplaced, emotions, and specifically empathy. Do we have too little empathy? Or too much?
Illusory superiority dates back to Confucius and Socrates
But Dunning-Kruger Effect (A type of Cognitive Bias)discussion is merely 20 years old
A cognitive bias refers to a ‘systematic error’ in the thinking process.
Such biases are often connected to a heuristic (a mental shortcut )
Heuristics allow one to make an inference without extensive deliberation and/or reflective judgment
These are essentially schemas for solutions (West, Toplak, & Stanovich, 2008).
12 common biases that affect how we make everyday decisions are discussed.
New knowledge economy (Dwyer, 2017; Dwyer, Hogan & Stewart, 2014) has opened a new vista of processing information (right or wrong) with the help of internet quickly and effortlessly.
Respect in the Workplace Training PowerPoint for Respectful Workplaces Education and Awareness available in DVD, Video, Online Web Course, and PowerPoint Sound. We cover ten common problems and issues associated with respect in the workplace and this training covers each topic intensely and without fluff or filler. Every word is this program is chose for a precise purpose. The 33 minutes of respect in the workplace training covers what five hours of movie videos would require. That's because the respect video, respect DVD, respect Flash Movie, respect online web course, and the Respect PowerPoint all contain no fluff, only solid content. You also receive a non-sound format of the course with trainer notes.
Human leadership is grounded in self-respect and unconditional love. It comprehends and honors all people’s equal right to equity, dignity and integrity. It recognizes all people for who they are, accepts their unique contribution, treats them with respect and recognizes their value. Even for the toughest of scenarios, it leads with rational compassion to serve everyone right.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Format: Interactive seminar/workshop
Time: 60 - 90 min
Target Audience: Researchers, Staff members, graduate students (in any)
Learning objectives:
By the end of this session, participant will:
•Understand what imposter fears are and learn to recognize them;
•Be able to identify cognitive distortions that prevent women from taking actions;
•Identify strategies to overcome self-doubt and build resilience.
Sue Johnston of It's Understood Communication presents at Scotia Agile Conference, Online, June 24, 2021
Being Wrong: What if the smartest thing you can do is give up the need to look smart?
We often think of our capacity to experience the suffering of others as the ultimate source of goodness. But new research makes the case that some of the worst decisions made by individuals and nations are too often motivated by honest, yet misplaced, emotions, and specifically empathy. Do we have too little empathy? Or too much?
Illusory superiority dates back to Confucius and Socrates
But Dunning-Kruger Effect (A type of Cognitive Bias)discussion is merely 20 years old
A cognitive bias refers to a ‘systematic error’ in the thinking process.
Such biases are often connected to a heuristic (a mental shortcut )
Heuristics allow one to make an inference without extensive deliberation and/or reflective judgment
These are essentially schemas for solutions (West, Toplak, & Stanovich, 2008).
12 common biases that affect how we make everyday decisions are discussed.
New knowledge economy (Dwyer, 2017; Dwyer, Hogan & Stewart, 2014) has opened a new vista of processing information (right or wrong) with the help of internet quickly and effortlessly.
Respect in the Workplace Training PowerPoint for Respectful Workplaces Education and Awareness available in DVD, Video, Online Web Course, and PowerPoint Sound. We cover ten common problems and issues associated with respect in the workplace and this training covers each topic intensely and without fluff or filler. Every word is this program is chose for a precise purpose. The 33 minutes of respect in the workplace training covers what five hours of movie videos would require. That's because the respect video, respect DVD, respect Flash Movie, respect online web course, and the Respect PowerPoint all contain no fluff, only solid content. You also receive a non-sound format of the course with trainer notes.
Human leadership is grounded in self-respect and unconditional love. It comprehends and honors all people’s equal right to equity, dignity and integrity. It recognizes all people for who they are, accepts their unique contribution, treats them with respect and recognizes their value. Even for the toughest of scenarios, it leads with rational compassion to serve everyone right.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
What is unconscious bias and why does it exist? We all have hidden biases, so it's important to learn what yours are and how to ensure they aren't affecting your business decisions, as well as what organizations can do to prevent these biases from affecting their ability to innovate and remain competitive!
Key videos in the presentation:
https://www.youtube.com/watch?v=NW5s_-Nl3JE
https://www.youtube.com/watch?v=Ahg6qcgoay4
Jim Proce - Credibility, Hard Questions, & Trust (Presentation Version 2.0)Jim Proce
Based on the article of the same name, published in December of 2017, Jim Proce presents the topic at APWA 2018 PWX and TPWA 2018. Credibility, Hard Questions and Trust! This is the extended version with additional information and comments.
FORWARD! Authenticity, Diversity and Inclusion for The FutureJoe Gerstandt
On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
People Who Cause You Harm: How to Explain Dramatic and Erratic Personality Di...Jeni Mawter
This presentation identifies a massive gap in trauma-informed care for young people, the long-term harm of having a parent or family member with a personality disorder, specifically the Cluster “B” Personality Disorders.
Society is going through a radical shift in how it views, treats and manages Anxiety, Depression, Suicide Prevention, and Substance Abuse and Addiction. Rapid technological advances are seeing a cross fertilization between the traditional medical sciences of neurology and psychiatry. The traditional approach was that damage to the nervous system resulted in neurological disorders whereas psychiatric disorders involved disturbed behavior and emotional states. Today we know that neurological changes underpin psychiatric disorders as well as mental health and mental illness.
Another huge breakthrough in the neuropsychiatric research findings is the link to Mental Health and Trauma. Childhood Trauma initially focused on physical abuse in the Domestic Violence setting. Gradually, emotional abuse was taken into consideration to address risk and harm. Children and young people were considered at risk in light of such factors as homelessness, refugee and asylum seekers, juvenile justice settings and for those in indigenous communities. The issue of personality disorder and family relationships and breakdown has been ignored.
A personality disorder is a mental health disorder that affects how a person thinks, behaves and relates to others. The Cluster “B” parent has erratic and dramatic emotions and behaviors. Regulating emotions and maintaining healthy relationships is impossible. They are impulsive, low in empathy and low in conscience. They have a need to manipulate, control and disempower others. For family members, specifically their children, this culminates in significant distress and trauma. There is considerable harm to social, emotional, cognitive, spiritual and educational development.
Currently, there are almost no resources for children and young adults who have a Cluster “B” parent. The first step to healing is education to understand what, how and why this has happened to them. This SlideShare presentation aims to shed light on such questions as: What happened to me? Am I crazy? Are they the psycho or am I? Why do I feel so depressed/anxious/worthless? Most importantly, the goal is to help towards hope and healing, good mental health, resilience and peace.
Call to Action: Cluster “B” pathology is insidious, pernicious, deliberate and dangerous. These parents have tremendous destructive potential. Harm is hidden behind charm. They impact homes, families, workplaces, relationships and societies. Education is critical for every person in every system caught in the aftermath of dealing with their destruction: mental health, general health, family law, police departments, criminal justice, domestic violence and social service. Thank you.
It’s a simple fact that the key to Supervison is understanding people. It’s also true that understanding people is not simple. This module focuses on some of the key concepts of understanding people. Do not try to decide which is the one best way to understand people. All of these concepts have value and none is predominate. Note that the last page of this is instructive.
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
Similar to Future of Diversity and Inclusion (draft) SHRM 2014 (20)
From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
Future of Diversity and Inclusion: 5 Next Practices (handout) SHRM 2014Joe Gerstandt
simple handout for the SHRM 2014 session The Future of Diversity and Inclusion: 5 next Practices
06/24/2014 10:45AM-12:00PM - W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
Inclusive networks (2014 Forum on Workplace Inclusion)Joe Gerstandt
slides from a presentation delivered by joe gerstandt at the 2014 Forum on Workplace Inclusion ...this session considered the importance or relationships, networks of relationships and Social Network Analysis (SNA/ONA) to diversity practitioners, diversity leaders and as a possible diversity and inclusion focus.
Slides from a presentation delivered by joe gerstandt at the 2013 Diversity Summit in Houston, Texas. This presentation introduces Social Network Analysis (SNA) / Organizational Network Analysis (ONA) as powerful tools for Diversity and Inclusion work. When there are disparities in employee experience outcomes (retention, engagement, etc.), there are often times underlying disparities in the networks of relationships.
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.
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
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
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.
26. do stuff!
• Explicit framework for decision
making and disagreement.
• Promote, teach, reward respectful
disagreement and assertive
communication.
• Conflict management as a
management competency.
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?
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.
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.
43.
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.
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
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.