HRDQ-U Webinar - Why Does Diversity Matter
•Download as PPTX, PDF•
1 like•599 views
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.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to HRDQ-U Webinar - Why Does Diversity Matter
Similar to HRDQ-U Webinar - Why Does Diversity Matter (20)
More from HRDQ-U
More from HRDQ-U (20)
Recently uploaded
Recently uploaded (20)
HRDQ-U Webinar - Why Does Diversity Matter
- 2. Presented by: Keera Godfrey, MBA M.S.
- 3. 3 Today’s Agenda • Why is diversity awareness important? • Behaviors that create separation • Fostering a culture of inclusion: Organizational and individual approach • Leading by example • Questions and Answers
- 4. 4 What is diversity? • Definition of diversity: • the condition of having or being composed of differing elements • variety • the inclusion of different types of people (such as people of different races, cultures, etc.) Source: https://www.merriam-webster.com/dictionary/diversity This Photo by Unknown Author is licensed under CC BY-SA-NC
- 5. 5 Why is Diversity Awareness important? • Business strategy • Most effective when it’s focused on increasing opportunity for personal and organizational achievement • According to a McKinsey study, racially diverse companies outperform others by 35 percent • Millennials view cognitive diversity as a necessary element for innovation, and are 71% more likely to focus on teamwork • High levels of awareness before training can lead to more engagement
- 6. 6 Source of UnfairTreatment and Differences treatment of women and minorities age, sexual orientation, religious beliefs, physical abilities, educational background, familial status, skills, profession TRADITIONAL CURRENT
- 8. Diversity Awareness: Fostering a Climate of Inclusion, Sensitivity, and Respect in the Workplace The Difficulty of Diversity Training Based on research: Traditional diversity training “had no positive effects in the average workplace” “in firms where training is mandatory or emphasizes the threat of lawsuits, training actually has negative effects on management diversity”
- 9. The Difficulty of DiversityTraining The Problem: Focusing on Differences • Reinforces the idea of categories or “groups” of people • Can promote wrong behaviors • Affirmative action attempts to compensate for discrimination • Integrate groups of people into a white, male-dominated workplace • Tend to label people as a certain “type” or group • Neglect to treat as an individual
- 10. The Difficulty of DiversityTraining The Solution: Focus on Respectful Interactions • Cultivate meaningful relationships—interact with others in a way that is respectful and genuine, regardless of their “type.” • Treat each person as an individual • Communicate and resolve conflict with anyone • Resist the urge to compare others to you
- 11. 11 Understanding Bias • Human nature to be biased • Unproductive when it controls our decision making • Consciously address bias by questioning the validity of our assumptions o Choose behaviors that support fairness and equity
- 12. 12 Fundamental Attribution Error (FAE) Explaining someone’s behavior based on their personality traits rather than on external circumstances
- 13. 13 • Do I make assumptions about others based on their “profile” (gender, age, race, religion, occupation, etc.)? • Do I treat two or more employees the same because they share a similar characteristic? • Do I attribute someone’s success or failure to an inherent trait (“that’s just the way they are”)? Ask yourself: He won’t help. He’s not a team player.
- 14. 14 Subtle Stereotyping Grouping people by simplistic, often inaccurate generalizations Unproductive and can result in unfair treatment or discrimination Characterized in terms of warmth and competence Warmth was defined as whether a person had positive or negative intentions. Competence was defined as how effective a person was at fulfilling those intentions.
- 15. 15 Subtle Stereotyping • A positive judgment in one dimension was usually accompanied by a negative judgment in the other dimension • When people’s perspectives are influenced by their warmth/competence, those perspectives may have poor outcomes
- 16. 16 Virtually Imperceptible Inequities Unfair treatment is more likely to occur in the form of small, subconscious behaviors that result in creating separation, known as “micro-inequity” Examples of Micro-Inequities Giving feedback to one employee more frequently than to others Always eating lunch with the same person or group of people Habitual seating arrangements Assuming new mothers only want standard schedules Ernst & Young discovered micro-inequities in how their firm assigned jobs.
- 17. 17 Devaluing Others Behaviors • Not making direct eye contact when shaking someone’s hand • Barging in on someone’s workspace without asking permission • Interrupting one person (but not others) • Neglecting to invite someone to a meeting • Excluding someone from a group activity • Checking emails, phone, or your watch while someone is talking to you • Asking someone to work on a day or at a time that is sacred to them • Leaving someone out of a conversation • Consistently mispronouncing someone’s name • Relying on the same trusted colleagues for advice instead of seeking new perspectives
- 18. 18 The Antidote: Micro-Affirmations Small acts that help others succeed and feel valued Examples of micro-affirmations include: Offering public and private recognition Giving credit to others Delivering clear and consistent feedback Soliciting opinions and input Greeting everyone Asking questions and listening carefully Having lunch with someone Mixing up seating at meetings Connecting on a personal level
- 19. 19 TestYour Knowledge Subtle stereotyping tends to be characterized by which of the following two traits? A. Intelligence and skill B. Personality and sense of humor C. Warmth and competence D. Work ethic and sincerity
- 20. 20 TestYour Knowledge Subtle stereotyping tends to be characterized by which of the following two traits? A. Intelligence and skill B. Personality and sense of humor C. Warmth and competence D. Work ethic and sincerity
- 21. Diversity Awareness: Fostering a Climate of Inclusion, Sensitivity, and Respect in the Workplace Foster a Culture of Inclusion
- 22. 22 Organizational Approach to Inclusion Diversity Awareness— proactively seeking inclusion Begins with the organization’s culture
- 23. 23 Organization al Approach to Inclusion Part 2 Framework for Organizational Inclusion Activity Example Demonstrate a desire to seek diverse perspectives at all levels. Switch positions among employees at various levels for half a day and see what new perspectives they bring to the position Find the unique skills of each individual and capitalize on them. Allow employees to contribute outside their regular job responsibilities Establish a buddy system that connects each new employee with a veteran employee to “show them the ropes.” Share insights about the organization’s culture and norms, be a point of contact for questions, or solicit feedback on their experience as a new employee
- 24. 24 Organizational Approach to Inclusion Part 2 Framework for Organizational Inclusion (continued) Activity Example Find non-bureaucratic ways of challenging the status quo. Encourage all employees to make a small change in their work routine. Foster an atmosphere of flexibility and learning. “Teach Your Boss” day—employees teach their bosses something their bosses don’t know. Be willing to admit mistakes, weaknesses, and vulnerabilities. Schedule monthly gatherings to award a “mistake of the month,” where employees “compete” by sharing a mistake they made and how they fixed it or will avoid it in the future.
- 25. 25 Workplace Design • Create common spaces • Consider larger tables in break or lunch rooms • Consider needs of different populations/profiles, e.g., a space for nursing mothers
- 26. 26 Individual Approach to Inclusion Building relationships • Take the time to get to know a new employee’s background • Share your own background and experiences with others • Solicit different perspectives before making a decision that impacts others • Have lunch with or socialize with someone outside your usual “group” • Actively seek to understand the viewpoint of someone you disagree with • Adapt your communication or working style to show respect • Take the time to resolve a conflict so that both sides feel as though their needs are met
- 27. 27 Employee Behaviors One person can make a difference! • Adapt to different working styles, approaches to communicating, and preferences for interacting • Communicate respectfully and effectively • Treat every person as a unique individual
- 28. 28 Manager Behaviors • Understand how personal preferences may affect personnel decisions • Coach and mentor individuals who may be struggling to engage with others appropriately • Manage employees individually • Make decisions based on employees’ skills and abilities and the task requirements
- 29. 29 Showing Respect Having due regard for the feelings, wishes, rights or traditions of. Different Ways of Conveying Respect • Direct vs. indirect • Time • Individual vs. group • Hierarchy • Reserved vs. emotional
- 30. 30 Showing Respect Communicating with Respect • Listen carefully first • Don’t interrupt • Adjust your style to match the other person’s preferences • Consider what you say • Never insult others
- 31. 31 Productive Conflict Resolution Conflict is inevitable in a diverse environment Laying the Groundwork Successful and respectful conflict resolution requires you to: • Acknowledge that diversity-related issues may be contributing to the conflict • Discuss the issue with the other person and determine how you both perceive it. • Ask, “Is the issue a conflict?” What feels like a tense conflict to one person may feel like an animated discussion to another person.
- 32. 32 Laying the Groundwork • Act in good faith • Share your observations with an attitude of openness and curiosity • Separate substantive issues from “style” differences • Decide how to approach the resolution process
- 33. 33 Productive Conflict Resolution Laying the Groundwork (continued) Consider possible causes: • Absence of information, or misinformation • Power struggle • Stress or pressure • Incompatible goals • Identify the needs of each side. • Consider “achieving disagreement.”
- 34. 34 TestYour Knowledge Which of the following is an effective way to convey respect to others? A. Offer recognition for both individual and group achievements. B. Always make direct eye contact so others don’t feel like you’re avoiding them. C. Insist that everyone is always on time because being late is a sign of disrespect. D. Always show lots of emotion so people know you are enthused.
- 35. 35 TestYour Knowledge Which of the following is an effective way to convey respect to others? A. Offer recognition for both individual and group achievements. B. Always make direct eye contact so others don’t feel like you’re avoiding them. C. Insist that everyone is always on time because being late is a sign of disrespect. D. Always show lots of emotion so people know you are enthused.
- 36. Lead by Example
- 37. 37 Confronting Negative Behavior Respectfully How to Give Feedback • Approach others directly. Don’t gossip or talk about them behind their backs • Keep it simple; stick to one issue at a time • Use “I” statements and provide specific examples of the behavior that offended you • Describe the behavior you would like instead • Check for understanding and receptivity
- 38. 38 How to Receive Feedback • Be open and non-defensive • Ask for specific examples if none were given • Accept the other person’s perceptions as real to them • Summarize what the other person said to show you understood accurately • Commit to engaging in the behavior they requested “If you find something uncomfortable or wrong, speak up. If you don’t challenge people, you aren’t doing your job.” —Condoleezza Rice, Former U.S. Secretary of State, Lean In blog, April 1, 2013
- 39. 39 A. Accept their criticism even if they don’t give any examples. B. Be open and non-defensive. C. Explain how they misunderstood you. D. Tell them that they’re too sensitive. TestYour Knowledge Which of the following is the best way to respond to someone who gives you feedback?
- 40. 40 TestYour Knowledge Which of the following is the best way to respond to someone who gives you feedback? A. Accept their criticism even if they don’t give any examples. B. Be open and non-defensive. C. Explain how they misunderstood you. D. Tell them that they’re too sensitive.
- 41. 41 Summary • Diversity is not about integration, but about cultivating meaningful relationships • Establish a framework to increase inclusion at the organizational level • Recognize different ways of conveying respect • Address conflict productively and respectfully • Lead by example and be part of the solution
- 42. 42 Train. Motivate. Succeed. HRDQ leads the training industry with best-in-class soft-skills learning materials based on the Experiential Learning Model®. Our specialties: • Easy to facilitate workshops, with online or print self-assessments. • Active, up-out-of-your-seat adult learning games. • Reproducible workshops you can customize. • Expert customer service, to help guide your training needs. Need help learning a training program, or want one of our expert trainers to deliver it for you? We provide that too! Reach us at 800-633-4533 or www.hrdq.com. We look forward to being your soft-skills training resource.
Editor's Notes
- Thank you Sara and Hello everyone, I am so excited to be you today. As Sara mentioned I am Keera Godfrey and I will be your facilitator for today’s webinar entitled, Why does diversity matter? Let’s get started..
- A survey by Korn/Ferry International found that more than 2 million people leave their jobs each year because of unfairness in the workplace, costing employers an estimated $64 billion a year in hiring costs.i In addition, people of color were three times more likely than white heterosexual males to say unfairness was the reason they quit their jobs. Here is Today’s Agenda: Why is diversity awareness important? Behaviors that create separation. Specifically bias and stereotyping Fostering a culture of inclusion: Organizational and individual approach Leading by example Questions and Answers
- Let’s begin with the definition of Diversity: What exactly is Diversity? Diversity is simply: the condition of having or being composed of differing elements : variety especially : the inclusion of different types of people (such as people of different races or cultures) in a group or organization programs intended to promote inclusion and diverse ideas Pay close attention to this definition.
- Now that we have a sense of what is diversity, let’s talk about why is diversity awareness important. Diversity Awareness 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. It is most effective when it’s focused on increasing opportunity for personal and organizational achievement. According to a McKinsey study, racially diverse companies outperform others by 35 percent. Millennials view cognitive diversity as a necessary element for innovation, and are 71% more likely to focus on teamwork. In fact millennials expect diversity. Eighty-three percent of millennials are actively engaged when they believe their organization fosters an inclusive culture, compared to only 60% of millennials who are actively engaged when their organization does not foster an inclusive culture. Research suggests having high levels of awareness before training can lead to more engagement in diversity-related programs, r, pre-training competence levels had a positive effect on both outcomes. More competent trainees expressed more interest in additional training (Study One) and were more likely to attend a voluntary training session (Study Two).
- What is the source of unfair treatment and differences among people in organizations? Why is this topic of diversity and inclusion so important in today’s society? Traditional diversity awareness programs have focused on the treatment of women and minorities. However, differences arise from a host of other traits as well including age, sexual orientation, religious beliefs, physical abilities, educational background, whether someone has children, even being an engineer versus being a salesperson. These traits or “profiles” cause people to make inaccurate assumptions, create separation, and yes, treat people unfairly. The goal of diversity awareness is to promote an inclusive work environment. With this foundation, let’s shed further light on behaviors that create separation and then we’ll move on to how to foster a culture of inclusion.
- Whether knowing or unknowingly, we all at one time or other have fallen prey to behaviors that create separation. It is human nature! But, let’s begin to expose some of these behavior so we can make different choice if or when the situation arises again.
- A study published by the American Sociological Association looked at 829 companies over 31 years.ii It found that diversity training “had no positive effects in the average workplace.” The researchers, from the University of Minnesota, summarized the ASA’s findings by saying, “in firms where training is mandatory or emphasizes the threat of lawsuits, training actually has negative effects on management diversity.”
- Here is the reason. When people are divided into categories to demonstrate diversity, it reinforces the idea of categories or “groups” of people and separation. In these cases, instead of changing people’s attitudes, diversity training solidifies them. It essentially showed, “you are group”, you are a group” and “you are a group” Historically, affirmative action was put in place to compensate for pervasive and entrenched discrimination that prevented women and minorities from succeeding in the workplace. As a result, the emphasis was on integrating groups of people into a white, male-dominated workplace. Today, although people don’t want to be discriminated against, most also don’t want to be labeled as a certain “type” or group and would prefer to be treated as an individual.
- Bottom line: Diversity is not about integration (which effectively involves pointing out specific groups of people) but about cultivating meaningful relationships—interacting with others in a way that is respectful and genuine, regardless of their “type.” The solution is to teach people how to: Treat each person as the individual he/she is. Communicate and resolve conflict with anyone. Resist the urge to compare others to you (he/she is “like me” or “not like me”).
- It is human nature to be biased. Bias is prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair. Bias becomes unproductive when we allow it to control our decision making without questioning our assumptions. Rather than thinking we can eliminate all our biases, a better approach is to consciously address them by questioning the validity of our assumptions and choosing behaviors that support fairness and equity. Using technology like AI to avoid unconscious bias Biases related to demographics such as race, gender, and age can be triggered by information on a resume such as the candidate’s name and the dates they’ve held previous positions. In 2018, AI adoption for diversity will increase as AI can be programmed to avoid unconscious biases by ignoring demographic information when sourcing candidates and screening resumes. Furthermore, technology like AI can be tested for bias by checking the demographic breakdown of the applicants it sources and screens. If the AI is disproportionately excluding a group of people, this oversight can be corrected through human intervention.
- Fundamental Attribution Error (FAE) Fundamental attribution error occurs when we explain someone’s behavior based on their personality traits rather than on external circumstances. For example, you pass a colleague in the hall and say hello, but the other person doesn’t respond. You think to yourself that she is rude or stuck-up. But perhaps she just received some bad news and is so preoccupied with that that she didn’t hear you. Another common example is what you say to yourself about other drivers on the road. Usually, if someone’s driving behavior irritates you, you say that person is a bad driver. What if the driver is from out of town and struggling with directions?
- Fundamental Attribution Error (FAE) (continued) Ask yourself: Do I make assumptions about others based on their “profile” (gender, age, race, religion, occupation, etc.)? Do I treat two or more employees the same because they share a similar characteristic? Do I attribute someone’s success or failure to an inherent trait (“that’s just the way they are”)? If you answered “yes” to any of these questions, you may have made a fundamental attribution error.
- We all know that stereotyping—grouping people by simplistic, often inaccurate generalizations—is unproductive and can result in unfair treatment or discrimination. Recent research has found that people stereotype others in more subtle ways. A study, completed by psychologists at Princeton University, found that stereotypes tend to be characterized in terms of warmth (or lack thereof) and competence (or lack thereof).iii Warmth was defined as whether a person had positive or negative intentions. Competence was defined as how effective a person was at fulfilling those intentions. Stereotyping—grouping people by simplistic, often inaccurate generalizations. Often by the way some looks, speaks, feels, acts Unproductive and can result in unfair treatment or discrimination Stereotypes tend to be characterized in terms of warmth (or lack thereof) and competence (or lack thereof)iii Warmth was defined as whether a person had positive or negative intentions. Competence was defined as how effective a person was at fulfilling those intentions.
- Furthermore, a positive judgment in one dimension was usually accompanied by a negative judgment in the other dimension. Obviously, when people’s perspectives are influenced by their warmth/competence judgments (which may or may not be accurate) then those perspectives may have poor outcomes. For example, the finance department in your organization may be stereotyped as high competence and low warmth—they do their job well, but they’re basically not on your side. If that is the perspective in your organization, then they may have trouble finding people to mentor them and help them grow in the organization.
- Unfair treatment isn’t always in the form of blatant discrimination. In fact, it is more likely to occur in the form of small, subconscious behaviors that result in creating separation. Experiencing these behaviors on a regular basis causes the recipient to feel devalued. Mary Rowe, a researcher at MIT, coined the phrase “micro-inequity” to describe this phenomenon.iv Examples of Micro-Inequities Giving feedback to one employee more frequently than to others. Always eating lunch with the same person or group of people. Habitual seating arrangements in a meeting that don’t allow others to sit close to the leader. Assuming a female employee doesn’t want to work with a client requiring conference calls at odd hours because she is a new mother. At Ernst & Young, they discovered micro-inequities in how their firm assigned jobs.v Women were assigned to nonprofit clients while men were assigned to Fortune 500 companies, which in turn affected promotions.
- Here are a few practical examples of Behaviors that can cause others to fee Devalued Not making direct eye contact when shaking someone’s hand Barging in on someone’s workspace without asking permission Interrupting one person (but not others) Neglecting to invite someone to a meeting Excluding someone from a group activity Checking emails, phone, or your watch while someone is talking to you Asking someone to work on a day or at a time that is sacred to them Leaving someone out of a conversation Consistently mispronouncing someone’s name Relying on the same trusted colleagues for advice instead of seeking new perspectives
- One way to compensate for micro-inequities is to consciously work on micro-affirmations—small acts that help others succeed and feel valued. Examples of micro-affirmations include: Offering public and private recognition Giving credit to others Delivering clear and consistent feedback Soliciting opinions and input Greeting everyone Asking questions and listening carefully Having lunch with someone Mixing up seating at meetings Connecting on a personal level
- C is the correct answer. These are the traits that characterize subtle stereotyping. A, B, and D. These are not the traits that characterize subtle stereotyping Remember Warmth was defined as whether a person had positive or negative intentions. Competence was defined as how effective a person was at fulfilling those intentions.
- Now that we have some idea of behaviors that can cause separation, let’s talk about how to foster a culture of inclusion
- Diversity awareness in the workplace has evolved from focusing solely on eliminating discrimination to proactively seeking inclusion—that is, valuing each employee for his/her unique contributions to the organization. Creating a framework for inclusion begins with the organization’s culture.
- Framework for Organizational Inclusion Demonstrate a desire to seek diverse perspectives at all levels. Example: Switch positions among employees at various levels for half a day and see what new perspectives they bring to the position. Find the unique skills of each individual and capitalize on them. Example: Allow employees to contribute outside their regular job responsibilities. Establish a buddy system that connects each new employee with a veteran employee to “show them the ropes.” Example: Share insights about the organization’s culture and norms, be a point of contact for questions, or solicit feedback on their experience as a new employee.
- Find non-bureaucratic ways of challenging the status quo. When I say non-bureaucratic ways, I am referring to Encourage all employees to make a small change in their work routine. Foster an atmosphere of flexibility and learning. “Teach Your Boss” day—employees teach their bosses something their bosses don’t know. Be willing to admit mistakes, weaknesses, and vulnerabilities. Schedule monthly gatherings to award a “mistake of the month,” where employees “compete” by sharing a mistake they made and how they fixed it or will avoid it in the future.
- Workplace Design If you have the ability to influence the physical layout of your organization, here are some ways to foster a more inclusive environment: Create common spaces where employees can interact easily and informally. Consider larger tables in break or lunch rooms so more people can mix together at one time. Consider needs of different populations/profiles, e.g., a space for nursing mothers, ergonomic adjustments for older employees, etc.
- As we’ve said, diversity is ultimately about relationships. So it’s up to every individual to help create and maintain an inclusive atmosphere. Some specific ways to do this are to: [click] Take the time to get to know a new employee’s background. (work history, experience, education, interests, etc.) [click] Share your own background and experiences with others, especially with people who are “different” from you. [click] Solicit different perspectives before making a decision that impacts your work unit. [click] Have lunch with or socialize with someone outside your usual “group.” [click] Actively seek to understand the viewpoint of someone you disagree with. [click] Adapt your communication or working style to show you respect the person your working with. [click] Take the time to resolve a conflict so that both sides feel as though their needs are met.
- One person can make a difference! Adapt to different working styles, approaches to communicating, and preferences for interacting. For example, some colleagues may prefer instant messaging, while others prefer face-to-face Some may prefer dinner celebrations while others prefer lunch. Be mindful of personal competing interests. Communicate respectfully and effectively. Treat every person as a unique individual. Include and encourage all coworkers to participate in formal and informal meetings, discussions, gatherings, etc.
- Manager Behaviors Practice everything that is expected of every employee, plus: Understand how personal preferences may affect personnel decisions, such as who gets promoted or who gets assigned plum projects. Bottom line: Make fair HR decisions. Coach and mentor individuals who may be struggling to engage with others appropriately. Manage employees individually. Great to know their personalities, unique skills, and interests. Make decisions based on employees’ skills and abilities and the task requirements. Avoid assigning employees to projects based on age, gender, culture, etc.
- The dictionary defines respect as “having due regard for the feelings, wishes, rights or traditions of.”vi Showing respect is perhaps the most vital component of maintaining an inclusive work environment. Different Ways of Conveying Respect. Respect is always different for each person. Here are some of the different ways it can be perceived: Direct vs. indirect: Some people prefer direct eye contact and straightforward conversations, and they would feel disrespected if the person they were speaking with did not make eye contact. Others prefer a more indirect approach—not coming directly to the point but making small talk first, and they would feel uncomfortable if the eye contact were too intense. Time: Some people believe being on time shows respect and being late shows disrespect. Others believe people are more important than time and don’t worry about being late to an appointment or meeting if they are spending time with someone else. Individual vs. group: Some people value individual achievement and recognition while others value group achievement and recognition. Those who value group achievement may be unwilling to make decisions on their own because they view it as disrespectful to the rest of the group. Hierarchy: Some people respect positions and status levels more than others. As a result, these people may not speak up around higher-ups out of respect to them. If the higher-ups don’t share this value, they may judge the employee negatively for not speaking up. Reserved vs. emotional: Some people believe that showing strong emotion signals a loss of control and therefore a lack of respect for others. Others believe strong emotions show that you care and that you value and respect others enough to be open with them.
- This is one of the easiest—and most important—ways to show respect to others. Listen carefully first. Encourage others to share their opinions and ideas. Don’t interrupt. Adjust your style to match the other person’s preferences. The best way to find out his/her preferences is to simply ask. Consider what you say. It should be true, necessary, and helpful. Never insult others. Avoid nit-picking, criticizing insignificant things, or sounding demeaning or judgmental.
- You’ve heard it before—conflict is inevitable. This is especially true in a diverse environment where employees have different values, work styles, and preferences for communicating—as well as different ways of dealing with (or avoiding) conflict. It’s important to address conflict in a way that is respectful to all involved, as well as in a way that resolves the conflict. Laying the Groundwork Successful and respectful conflict resolution requires you to: Acknowledge that diversity-related issues may be contributing to the conflict, and commit to understanding and learning about each other. What one person views as a stand-alone issue to be resolved might be viewed by the other person as evidence of a larger pattern of disrespect. Discuss the issue with the other person and determine how you both perceive it. Ask, “Is the issue a conflict?” What feels like a tense conflict to one person may feel like an animated discussion to another person.
- Laying the Groundwork (continued) Act in good faith. Believe that the other person wants a positive, productive outcome as much as you do. Share your observations with an attitude of openness and curiosity. For example, instead of saying, “Why did you take credit for my idea?” say, “You have good ideas of your own; that’s why I was surprised when you shared my idea with the team as if it were yours.” Separate substantive issues from “style” differences. This is where differences in how people approach conflict show up. For example, some people focus exclusively on facts while others value discussing their feelings about the issue. Decide how to approach the resolution process, e.g., whether or not to involve a third-party mediator. Some people feel that using a mediator will help preserve the relationship. Bringing in an HR manager may be a wise decision when the issue may involve a potential legal matter (e.g., illegal discrimination).
- Laying the Groundwork (continued) Consider possible causes: Absence of information, or misinformation Power struggle Stress or pressure Incompatible goals Identify the needs of each side. Ask, “What do I want?” “What does the other person want?” “What solutions would meet my needs and their needs?” “Where is the common ground?” Consider “achieving disagreement.” This is a result based on a clear understanding of each person’s position, not disagreement based on misconceptions or misunderstandings. “Achieving disagreement” means that you agree to disagree with genuine respect for the other person.
- A is the correct answer. This strategy ensures that you are being respectful to people who value individual achievement and people who value group achievement. B. Some people feel uncomfortable if eye contact is too intense C. Some people believe spending time with people is more important than always being on time D. Some people believe that showing strong emotion signals a loss of control and therefore a lack of respect for others
- If you’re feeling emotional and as though you are lacking control of your feelings because someone has offended you, giving feedback on his/her behavior can be difficult. At the same time, receiving feedback on your behavior can be just as difficult because our natural reaction is to become defensive. Here’s how to offer and receive feedback on negative behavior effectively. How to Give Feedback Approach others directly. Don’t gossip or talk about them behind their backs. Keep it simple; stick to one issue at a time. Use “I” statements and provide specific examples of the behavior that offended you. Describe the behavior you would like instead. Check for understanding and receptivity.
- How to Receive Feedback Be open and non-defensive Ask for specific examples if none were given Accept the other person’s perceptions as real to them—in other words, don’t tell them they’re sensitive or shouldn’t feel the way they do Summarize what the other person said to show you understood accurately Commit to engaging in the behavior they requested
- B is the correct answer. A is not correct. Examples are important to understand the context of the feedback. C and D are defensive and ineffective response.
- Diversity is not about integration (which effectively involves pointing out specific groups of people) but about cultivating meaningful relationships—interacting with others in a way that is respectful and genuine, regardless of their “type.” Establish a framework to increase inclusion at the organizational level Recognize different ways of conveying respect Address conflict productively and respectfully Lead by example and be part of the solution
- Thank you, that was great! We do have some time for some questions, so attendees go ahead and send those my way now. While those come in, consider looking to HRDQ for your training needs. We published researched-based, experiential learning products that you can deliver in your organization. Check out our online or print self-assessments, our up-out-of-your-seat games, our reproducible workshops you can customize, and more either at our website or call our Customer Service Team. And if you need help learning a training program or want one of our expert trainers to deliver it for you, we also provide those services. We look forward to being your soft-skills training resource.