forward! twin cities (sept 2 & 3) slides

“We need in every community a

group of angelic troublemakers.”

Bayard Rustin

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1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

what

why

how (measure)

how (move)

simple self assessment

assess your organization on 9 characteristics:

1 = poor (not doing it at all, doing it badly)

3 = fair

5 = good (others could learn from us)

start thinking about a move forward plan

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

What looks like

resistance is

often a lack of

clarity.Switch, Dan and Chip Heath

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.

Similarities and differences

among employees in terms

of age, cultural background,

physical abilities and

disabilities, race,

religion, sex, and sexual orientation.

diversity…

difference

diversity…

di·ver·si·ty[dih-vur-si-tee]

noun, plural –ties

1.the state or fact of being diverse; difference; unlikeness.

2.variety; multiformity.

3.a point of difference.

difference

relational

diversity…

difference

relational

takes

many forms

diversity…

difference

relational

takes

many forms

disruptive

diversity…

↑diversity =

↑variance in

performance

groups with more diversity

perform better or worse than

groups with less diversity

identity diversity:Differences in our social identities.

cognitive diversity:Differences in how we think and solve problems.

i

d

e

n

t

i

t

y

d

i

v

e

r

s

i

t

y

inclusion:

The actions that we

take to include

additional difference

in a process or group.

inclusion:“…being at home…”

“…belonging…”

“…able to bring my whole self to work…”

“…feeling that my unique contribution was valued…”

“…my perspective is always considered…”

“…I have a say in what happens…”

low

belongingness

high

belongingness

low value in

uniqueness

high value in

uniqueness

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.

high value in

uniqueness

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

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.

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.

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.

self censorship

playing small

covering

downplaying differences

conforming

playing into expectations

Fear of Being Different Stifles

Talent

•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

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????????????????????????????

????????????????????????????

????????????????????????????

??????Is it safe to be unpopular

here????????????????????????

????????????????????????????

????????????????????????????

????????????????????????????

????????????????????????????

language & logic

1.Common language.

2.Clear and concise.

3.Consistently known.

(what, why & how)

4.Business case.

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

employment practices

1.Perceived fairness.

2.Perceived consistency.

3.Clear, concise.

4.Explicit.

5.Malleable.

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

orientation towards difference

Is difference viewed

(formally and

informally) as a

positive thing?

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

MT

engineers

@joegerstandt

MT

management

MT

engineers

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

Tuesday

morning

January

28th

1986

MT

management

MT

engineers

NASA

management

MT

management

NASA

management

g

r

o

u

p

t

h

i

n

k

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.

consider

decision

making… 1 - 10

What

makes it

better?

Groups often fail to

outperform individuals

because they prematurely

move to consensus, with

dissenting opinions being

suppressed or dismissed.

-Hackman, Morris (1975) Advances in Experimental

Social Psychology

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

cognitive diversity

The extent to which the

group reflects differences

in knowledge, including

beliefs, preferences and

perspectives.

-Miller, et al (1998) Strategic Management Journal

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

Solving technical problems

Analyzing complex issues

Logical approach

Interpersonal aspects of situations

Ice breakers

Socializing in meetings

Conceptualizing

Innovating

Seeing the big picture

Routine Meetings

Details

Structure

Expressing ideas

Understanding group dynamics

Team building

Logic ahead of feelings

No interaction with people

Implementing ideas

Developing plans

Follow-up and completion

“Blue Sky” thinking

Not following the rules

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Cerebral Mode (abstract & intellectual thought)

Limbic Mode (concrete and emotional processing)

Left

Mode

Rig

ht M

ode

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

potential

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

tension

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

MBA

Harvard University

100 people

MBA

Harvard University

100 people

team #1

MBA

Harvard University

100 people

team #1

team #2

MBA

Harvard University

100 people

team #1

team #2

MBA

Harvard University

100 people

team #1

team #2

friends

with

cognitive

benefits

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

dysfunction

dysfunctional disagreement

dysfunctional agreement

also

dysfunction

If everyone is

thinking the same

thing, someone

isn’t thinking at all.-George S. Patton

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

avoid

conflict

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

sweet

spot

low courage high courage

low

considerationpassive

aggressive

aggressive

high

considerationpassive assertive

Passive communicators:

• fail to assert themselves

• allow others to deliberately or

inadvertently infringe on their rights

• fail to express their feelings, needs, or

opinions

• tend to speak softly or apologetically

• exhibit poor eye contact and slumped

body posture

Aggressive communicators:

• try to dominate others

• use humiliation to control others

• criticize, blame, or attack others

• speak in a loud, demanding, and

overbearing voice

• do not listen well

• interrupt frequently

• use “you” statements

Passive-Aggressive

communicators:• mutter to themselves rather than confront the

person or issue

• have difficulty acknowledging their anger

• use facial expressions that don't match how

they feel - i.e., smiling when angry

• use sarcasm

• appear cooperative while purposely doing

things to annoy and disrupt

• use subtle sabotage to get even

Assertive communicators:

• state needs, feelings and wants clearly,

appropriately, and respectfully

• use “I” statements

• listen well without interrupting

• have good eye contact

• speak in a calm and clear tone of voice

• have a relaxed body posture

• do not allow others to abuse or

manipulate them

decision making

1.Explicit agreements.

2.Support & training.

3.Conflict management.

4.Integral to leadership /

management model.

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

Does this look more familiar?!

consider a ten person team

1

2

4 5

9

3

876

10

1

9

7

6

5

2

3 8410

Outcome disparities often

linked to social disparities.

homophily: the tendency of

individuals to associate

and bond with similar others.

More than 100 studies have

observed homophily in some

form or another establishing that

similarity breeds connection.

These include age, gender, class,

and organizational role.

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?

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?

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?

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?

analysis

• group

• proximity

• expertise

• hierarchy

• gender

• age

• race

• ethnicity

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?

relational networks

1. Value relationships and

relationship building.

2. Big, far-reaching networks.

3. Diverse networks.

4. Importance of trust

building…truth. Ground vs. Hq

5. Social tools.

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

employment outcomes

1.Balanced?

2.Reflective?

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

access

1.Information.

2.Influence.

3.Change.

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

behavioral intelligence

1.Accurate understanding of

human nature, and decision

making.

2.Variance in employee

experience.

stereotype

waitress librarian

smoke

bowl

eat hamburgers

smoke

bowl

eat hamburgers

knit

wear glasses

eat salad

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.

volunteers?

pygmalion effect

Based on research by Robert

Rosenthal and Lenore

Jacobson, showing that

biased expectations affect

reality and create self-

fulfilling prophecies as a

result.

confirmation bias

Our tendency to search for or interpret new information in

a way that confirms preconceptions and avoids

information and interpretations which

contradict prior beliefs.

fundamental attribution error

An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the

social environmental forces influencing the person.

If you do not

intentionally,

include, you will

unintentionally

exclude.

When Performance Trumps Gender Bias: Joint versus

Separate Evaluation

Iris Bohnet

Alexandra van Geen

Max H. Bazerman

Harvard Business SchoolWorking Paper 12-083 | March, 2012

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. behavioral intelligence

9. inclusive leadership

inclusive leadership

• Are there specific behaviors, actions

and outcomes that are developed,

supported and rewarded (for all

employees)?

• Are there specific behaviors, actions

and outcomes that are developed,

supported and rewarded (for

managers)?

inclusive leadership

• assertive communication

• conflict management

• seeking out dissent & novelty

• bridge building

• relationship focus (size & diversity of

network, trust)

• actively checking blind spots