The document discusses the importance of diversity and inclusion within organizations, emphasizing that diversity refers to differences and similarities, while inclusion focuses on leveraging these differences for full participation and performance. It highlights Cornell University's dimensions of inclusion, which include recruitment, representation, non-discrimination, and the need for a culture of openness and engagement. Additionally, it addresses the evolving demographic landscape and the necessity for organizations to adapt their practices for a more inclusive environment.

1. Inclusion As An
Organizational Imperative
LULAC Federal Training Institute Partnership
September 22, 2015
Patrina M. Clark, SPHR, HSC, RACC
Pivotal Practices Consulting LLC

2. During Our Time Today
• Diversity vs. Inclusion
• Cornell University Dimensions of Inclusion
• Inclusion in the Federal Government
• Understanding Culture
• Roles of Beliefs and Needs
• You As a Change Agent
“Life is really simple, but we insist on making it complicated.”
Confucius
Quote to
Consider

3. Diversity and Inclusion
How, if at all, are diversity and inclusion
different?
Partner
Share

4. Diversity and Inclusion
Diversity is differences,
similarities, and multiple
perspectives.
Inclusion is leveraging
diversity to achieve full
participation and
optimum performance.
“Diversity is being invited to the party. Inclusivity is being asked
to dance.”
Quote to
Consider

5. DimensionsofDiversity
Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America! (Business One Irwin, 1991)

6. Why Inclusion Matters
• By 2042, no single demographic majority
& people of color will equal more than 50%
of U.S. population
• Currently four generations in the workforce
– soon to be five
• Disabilities affect 20% of all Americans
• Estimated 9 million LGBT Americans
Inclusive organizations have the highest employee engagement,
which in turn leads to higher performance and productivity.Bottom Line

7. CORNELL UNIVERSITY
DIMENSIONS OF INCLUSION

8. • Recruitment and Selection
• Career Opportunity and Representation
• Non-discrimination and equity
• Benefits policy and accommodation
Equity
Foundation of Fairness
• Identity expression and recognition
• One size doesn’t fit all
• Expressed value and willingness to learn
from diverse perspectives
Respect
Culture of Inclusion
• Work structure and processes
• Communication and information sharing
• Formal and informal participation in
decision-making
Value
Inclusion through
Participation
Cornell’s Three Dimensions of
Organizational Inclusion
Reference: Cornell University ILR School, Framework of Organizational Inclusion

9. Do We Say What We Mean and Mean What We Say?

10. Espoused vs. Experienced
Foundation of Fairness
(human resources policies and practices)
Organizational Culture of Inclusion
(openness to multiple perspectives)
Inclusion through Participation
(opportunity for engagement and influence)
Lo
w
High
Lo
w
High
Lo
w
High
Equity
Value
Respec
t
Reference: Cornell University ILR School, Framework of Organizational Inclusion

11. INCLUSION IN THE FEDERAL
GOVERNMENT

12. Original Dimensions of Inclusion
Source: OPM
Fairness of Rules and
Procedures
Fairness of Performance
Evaluations
Inclusion/Participation in
Decision-Making
Inclusive Management and
Leadership
Information Access/Open
Communication
Integration of Differences

13. The New IQ*
Source: OPM
InclusiveFair
Open
Cooperative
Supportive
Empowering
*Inclusion Quotient

14. Espoused vs. Experienced
How does your organization score?Reflection
Question
Low High
Fair
Open
Cooperative
Supportive
Empowerin
g

15. UNDERSTANDING CULTURE

16. What is Culture?
Integrated patterns of human behavior that
include the language, thoughts, communications,
actions, customs, beliefs, values, and institutions
of racial, ethnic, religious, or social groups.
The Joint Commission: Advancing Effective Communication, Cultural Competence, and
Patient- and Family-Centered Care: A Roadmap for Hospitals. Oakbrook Terrace, IL: The
Joint Commission, 2010.

17. Understanding Culture

18. THE ROLE OF BELIEFS AND NEEDS

19. Personal BeliefsReality Really

23. Freezer, Fleer, Fighter
You might be a freezer
if you . . .
You might be a fleer if
you . . .
You might be a fighter
if you . . .
• Get overwhelmed by
aggressive/offensive
people.
• Think of what you
“should” have said or
done after the
conversation/situation
is over.
• Feel anxious when
being confronted.
• Laugh it off – when
you’re really not
laughing inside.
• Just go along to get
along even though
your heart isn’t in it.
• Shut down – just
refuse to deal with the
situation.
• Have no reservations
about “getting in
someone’s face.”
• Readily speak up for
yourself when
confronted.
• Mentally plot ways to
get your “revenge” or
“pay someone back”
after the
conversation/situation
is over.

25. The Social Brain

26. Copyright David Rock – visit https://www.neuroleadership.com

27. Beliefs can be incredibly empowering or
falsely limiting.

28. YOU AS A CHANGE AGENT

29. Four Roles in Social Change
Helper
Advocate
Rebel
Change
Agent
Group
Activity
Tornado Warning

30. My Commitment
Accountability
Activity
• Review your Espoused vs. Experienced
ratings for your organization.
• Choose a New IQ dimension of focus.
• Identify one action you can take over the
next 30 days consistent with your most
comfortable role.
• Choose an accountability partner, share
your action, and exchange contact
information.

31. Reflection
Question
What is one key insight you are taking away from today’s
workshop?

32. Which ECQ?
Leading
Change
Leading
People
Results
Driven
Business
Acumen
Building
Coalitions
Which ECQs have a relationship to inclusion?Summary
Question

33. Patrina M Clark, President
Pivotal Practices Consulting
www.pivotalpractices.com
info@pivotalpractices.com
(301) 220-3179 office
www.linkedin.com/in/patrinaclark