The document discusses the concepts of diversity and inclusion in the workplace. It defines diversity as encompassing acceptance and respect for individuals' unique differences such as race, gender, beliefs. Inclusion is defined as treating individuals as insiders while allowing them to retain their uniqueness. The document notes that cultural differences can become obstacles or assets to team performance, depending on whether a culture embraces or suppresses diversity. It suggests inclusion occurs when individuals feel a sense of belonging and uniqueness, while exclusion happens when people are not made to feel like insiders or their differences are valued.

1. The Inclusive Employee Experience

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3. “Well, I could be
wrong, but I believe
diversity is an old, old
wooden ship that was
used during the Civil
War era.”
-Ron Burgundy (Anchorman)

4. The concept of diversity encompasses acceptance
and respect. It means understanding that each
individual is unique, and recognizing our individual
differences. These can be along the dimensions of
race, ethnicity, gender, sexual orientation, socio-
economic status, age, physical abilities, religious
beliefs, political beliefs, or other ideologies. It is the
exploration of these differences in a safe, positive,
and nurturing environment. It is about understanding
each other and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.

5. The concept of diversity encompasses acceptance
and respect. It means understanding that each
individual is unique, and recognizing our individual
differences. These can be along the dimensions of
race, ethnicity, gender, sexual orientation, socio-
economic status, age, physical abilities, religious
beliefs, political beliefs, or other ideologies. It is the
exploration of these differences in a safe, positive,
and nurturing environment. It is about understanding
each other and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.

6. Inclusion!

7. Inclusion?

8. What does that mean?
Why does it matter?
Who is included in what?
How does it happen?
How can I tell it is happening?
What gets in the way?

9. What looks like
resistance is
often a lack of
clarity.
Switch, Dan and Chip Heath

10. diversity is…

11. inclusion is…

12. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008

13. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
 diversity
 performance

14. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
 diversity
 performance
Ignore, deny, suppress differences.
Avoid conflict or do it poorly.
Lots of unwritten rules.
Conformity & obedience are rewarded.

15. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
 diversity
 performance
 diversity
 performance

16. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
 diversity
 performance
 diversity
 performance
Acknowledge and value differences.
Focus on relationships and healthy disagreement.
Few or no unwritten rules.
Honesty is rewarded.

17. Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performance
Cultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
 diversity
 performance
 diversity
 performance
Which outcome do you want?

18. Fear of Being
Different Stifles
Talent
Harvard Business Review
March 2014
Kenji Yoshino, Christie Smith

20. What would the number be where you work?

23. 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

24. 66%
of these employees said that it
significantly undermined their
sense of self

25. 50%
stated that it diminished their
sense of commitment

26. Inclusion and Diversity in
Work Groups: A Review and
Model for Future Research
Lynn M. Shore
Amy E. Randel
Beth G. Chung
Michelle A. Dean
Karen Holcombe Ehrhart
Gangaram Singh
Journal of Management Vol. 37 No. 4, July 2011

27. low
belongingness
high
belongingness
low
uniqueness
high
uniqueness

28. low
belongingness
high
belongingness
low
uniqueness
high
uniqueness

29. low
belongingness
high
belongingness
low
uniqueness
high
uniqueness
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.

30. low
belongingness
high
belongingness
low
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
uniqueness
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.

31. low
belongingness
high
belongingness
low
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
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
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.

32. low
belongingness
high
belongingness
low
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
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
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.

33. assimilation inclusion
Individual is treated as an
insider in the work group
when he/she conforms to
dominant culture
norms and downplays
uniqueness.
Individual is treated as
an insider and is
allowed and
encouraged to retain
uniqueness within the
work group.

34. Is it safe to be
unpopular?

35. Is there a
penalty
for
candor?

36. Are there
things we do
not discuss?

37. Is there a specific
idea of what
leadership looks
like?

38. assimilation inclusion
Individual is treated as an
insider in the work group
when he/she conforms to
dominant culture
norms and downplays
uniqueness.
Individual is treated as
an insider and is
allowed and
encouraged to retain
uniqueness within the
work group.
1 2 3 4 5 6 7 8 9 10
How would you score your culture and why?

39. 1-10
unwritten
rules
What
makes it
better?

41. It requires no hatred or fear to
interpret, or assign meaning (judge)
to the things that we see and
hear… in fact it happens
automatically.
The problem is that we forget, do
not realize, or deny that this even
happens.

44. Less than 15% of American men are
over six foot tall, yet almost 60% of
corporate CEOs are over six foot tall.
Less than 4% of American men are
over six foot, two inches tall, yet more
than 36% of corporate CEOs are over
six foot, two inches tall.
Timothy A. Judge, Ph.D., University of Florida, and Daniel M. Cable, Ph.D.,
University of North Carolina

45. If you do not
intentionally and
deliberately include,
you will unintentionally
exclude.

46. low
belongingness
high
belongingness
low
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
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
inclusion:
Individual is treated as an
insider and also
allowed/encouraged to
retain uniqueness within
the work group.

47. 1.unwritten rules
2.bias
3.belonging
4.uniqueness / difference

49. • unwritten
rules
• bias
• belonging
• uniqueness
1. ___________
2. ___________
3. ___________
4. ___________
Making
meetings more
inclusive.

50. •beginning of day
•organizational decision-making
•interactions / social norms
•meetings
•conflict
•end of day

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

52. joegerstandt.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
joe.gerstandt@gmail.com
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Thank you!