why (and how) diversity matters now

Why (and How) Diversity Matters NowSHRM Chattanooga

finding joe…

www.joegerstandt.com

joe.gerstandt@gmail.comwww.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

consider this…

…a long time ago, in a far away galaxy, there was a man

named Uri Treisman

consider this…1.Lack of Adequate

Preparation2.Socio-economic Status3.Lack of Family Support4.Lack of Motivation

consider this…

consider this…

consider this…

consider this…

consider this…1.Power of Assumptions

consider this…1.Power of Assumptions 2.Intentions vs.

Outcomes

consider this…1.Power of Assumptions 2.Intentions vs.

Outcomes3.Power of Stereotypes

consider this…1.Power of Assumptions 2.Intentions vs.

Outcomes3.Power of Stereotypes4.“Good” vs. “Bad”

consider this…1.Power of Assumptions 2.Intentions vs. Outcomes3.Power of Stereotypes4.“Good” vs. “Bad”5.Problem exists out there

consider this…1.Power of Assumptions 2.Intentions vs. Outcomes3.Power of Stereotypes4.“Good” vs. “Bad”5.Problem exists out there6.Leadership

overview1. what 2. why3. what

gets in the way.

4. how5. q & a

what

diversity

is…

difference

• relational• generative

difference can be the cause of…

Introducing or increasing difference in a social group triggers:

We vs. They mentalityStereotypingIn-group favoritismInter-group conflictSatisfaction, performance, turnover

get worse

identity

diversity

timefor

some exercis

e

cognitive diversity

differences in mental

processes of perception, judgment,

categorization, rules of thumb,

etc.

analyticalrationalrealisticfactuallogical

definitive

risk takercreativeflexible

synthesizerconceptual

intuitive

persistentplanner

organizeddisciplined

detailedpractical

passionatecooperativeempatheticexpressive

harmonizingresponsive

Solving technical problemsAnalyzing complex issues

Logical approach

Interpersonal aspects of situationsIce breakers

Socializing in meetings

ConceptualizingInnovating

Seeing the big picture

Routine MeetingsDetails

Structure

Expressing ideasUnderstanding group dynamics

Team building

Logic ahead of feelingsNo interaction with people

Implementing ideasDeveloping plans

Follow-up and completion

“Blue Sky” thinkingNot following the rules

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Cerebral Mode (abstract & intellectual thought)

Limbic Mode (concrete and emotional processing)

Left

Mod

eR

ight Mode

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

countingmoney

spendingmoney

savingmoney

helpingthe others

If everyone is thinking the same thing,

someone isn’t thinking at all.-General George S.

Patton

inclusion is…

utilization

The capacity to include

difference.

“…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…”

fairness of employment

practicesopenness

to difference

inclusion in decision making

Generative EngagementRoyce Holladay, Mary Nations

why

know these 9

things you must

1-survival

“…openness to the outside world, tolerance for the entry of new individuals and ideas,

and consequently a manifest ability to learn and adapt to new circumstances.”

The Living Company | Arie de Geus

2-new competitive advantage

Change is the engine of growth.

Sustainable, profitable change is fueled by

innovation.

2-new competitive advantage

Change is the engine of growth.

Sustainable, profitable change is fueled by

innovation.The Medici Effect | Frans

Johannson

3-generational transition

US Population Percent Change by Age: 1990 to 2000

4-new workforce

5-new consumers

6-better problem solving

The Difference | Scott Page

7-culture rules

8-conformity kills

9-human nature

what gets in the way

stereotype

An idea or image; a mental framework that

contains our knowledge, beliefs, expectations and

feelings about a social group. Stereotypes allow

for no individuality.

stereotype

waitress librarian

stereotype

waitress

• smoke• bowl• eat

hamburgers

librarian

stereotype

waitress

• smoke• bowl• eat

hamburgers

librarian

• knit• wear glasses• eat salads

stereotype

• be engaged in honest and ongoing dialogue with that person

• journal or make notes regarding performance (good and bad)

• include observations of others

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.

pygmalion effect

• candid and ongoing dialogue with that person, especially regarding expectations, progress toward expectations and overall performance

• consistently journal about or collect notes regarding performance

• include the observations and perspectives of others

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.

confirmation bias

• be engaged in candid and ongoing dialogue with that person

• consistently journal or collect notes about performance

• always include observations of others

• work to challenge individual and collective assumptions

• focus on outcomes

fundamental attribution error

Unjustified tendency to assume that a person's actions depend on what

"kind" of person that person is rather than on the

social and environmental forces influencing the

person.

fundamental attribution error

• always assume positive intent• work to consistently pursue

additional info, and ask good open ended questions

• listen actively• include observations of others• work to challenge individual and

collective assumptions

how

change

Survey of 1,800 people asked:• Does your boss need to change?• Do your peers need to change?• Do your subordinates need to change?• Do you need to change?

80% agreed that their boss, their peers and their subordinates need to change.

20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield

your best friends…

clarity & simplicity

foundation

1. what: what it is2. why: why it is of value3. how: how you are going

to pursue that value

additional considerations:

steering teamleadership involvementrole of consultantscollaborative process – ost,

ai, open and closed focus groups

tools

1. infrastructure: framework for guidance

2. training: info and expectations

3. action plan: doing now

additional considerations:

distributed ownership / accountability

metricssocial media

strategic

1. employees: past, present future

2. customers: past, present, future

3. partners

additional considerations

social media qualitative and

quantitative data brand expertise

Walk tall, kick ass, love music, and never forget you come from a long

line of truth seekers, lovers, and warriors.

- Hunter S. Thompson

thank you!

joe gerstandt

www.joegerstandt.com

joe.gerstandt@gmail.comwww.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

www.facebook.com/joegerstandt

402.740.7081