This document summarizes a presentation on courageous conversations about diversity and inclusion. The objectives of the presentation were to learn about inclusion strategies that work, practice skills for initiating meaningful dialogue around diversity with men and women, reflect on how to apply the learning to workplace challenges, and take away ideas to build an inclusive culture. The presentation discussed what doesn't work, such as leaving white men out or viewing diversity as a problem, and what does work, such as inclusion as a business imperative and executives personally committing to dialogue and action. It also provided a case study on courageous conversations and reflection questions to apply the learning.

1. COURAGEOUS CONVERSATIONS ON
DIVERSITY AND INCLUSION
Steve Stall
Business Segment Leader, Culture of Inclusion
Rockwell Automation
October 28, 2016
Michele Matthai
Director, Culture of Inclusion
Rockwell Automation

2. Session Objectives
• Learn about inclusion strategies that work
• Practice skills to initiate meaningful dialogue with men
and women around diversity
• Reflect and apply learning to your own workplace
challenges
• Take away ideas and techniques to build a culture of
inclusion in your own organization

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5. What Doesn’t Work
Leaving White Men Out | Lack of Business Ownership
Viewing Diversity as a Problem | Traditional Programs | Assimilation Culture

6. What Works
Inclusion as a Business Imperative
Understanding Dynamics of Culture:
Dominant | Subordinated | Systemic Privilege
Executives that Personalize the Work
Commitment to Dialogue and Action

8. Courageous Conversations Case Study
What it is
What it is not
Strategic implications and outcomes

9. Your turn!Courageous Conversations in practice – your turn!!

10. Operating Agreements
1. Choose your own level of participation and disclosure. Accept personal
responsibility for getting something out of the session.
2. Listen to understand rather than to respond. Listen for the music, as
well as the words.
3. Say what is true for you while being respectful of others. Each
person’s perspective adds value to the group.
4. Give yourself and others permission to not make sense. Learning
occurs through exploring our confusions and apparent contradictions.
5. Continue to talk about and apply your learning. Share your learning
without putting others at risk. Ask for and gain permission before
continuing some conversations.
6. Permission to accept or reject anything in this session.

11. Path Forward Reflection Questions
• What is one difficult
conversation I may want to
have with others in my
organization? (about
leadership, diversity,
engaging men, etc.?)
• How courageous are the
male leaders in my
organization and how would
I start a conversation with
them?
• Who are my allies and how
will I engage them?
1.Individual/journal
2.Partner work
3.Large group

12. Additional Resources and Contact Information
Catalyst Studies
 www.catalyst.org
 “Calling All White Men: Can Training Help
Create Inclusive Workplaces”
 “Anatomy of Change: How Inclusive Cultures
Evolve”
Contact Information
Michele Matthai
Director, Culture of Inclusion
Rockwell Automation
mmatthai@ra.rockwell.com
Steve Stall
Business Segment Leader, Culture of Inclusion
Rockwell Automation
sjstall@ra.rockwell.com

13. THANK YOU