joe gerstandt the future of diversity and inclusion (shrm 2015)
TRANSCRIPT
the
future
of
diversity &
inclusion
5 next practices@joegerstandt
#SHRM15
We need in every community a group of
angelic troublemakers.
Bayard
Rustin
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
“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)
Inclusion!
@joegerstandt #SHRM15
Inclusion?
Inclusion?
What does that mean?
Inclusion?
What does that mean?
Who…
Inclusion?
What does that mean?
Who is included…
Inclusion?
What does that mean?
Who is included in
what?
Inclusion?
What does that mean?
Who is included in
what?
What kind of things do
you do to be inclusive?
What looks like
resistance is often
a lack of clarity.-Dan and Chip Heath, Switch
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.
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.
Inclusion and Diversity in Work
Groups: A Review and Model for
Future ResearchLynn M. Shore
Amy E. Randel
Beth G. Chung
Michelle A. Dean
Karen Holcombe Ehrhart
Gangaram Singh San
Diego State University
Journal of Management Vol. 37 No. 4, July 2011
low
belongingnesshigh
belongingness
low value in
uniqueness
high value in
uniqueness
low
belongingnesshigh
belongingness
low value in
uniqueness
high value in
uniqueness
low
belongingnesshigh
belongingness
low value in
uniqueness
high value in
uniquenessinclusion:
Individual is treated as an
insider and also
allowed/encouraged to retain
uniqueness within the work
group.
low
belongingnesshigh
belongingness
low value in
uniquenessexclusion:
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
uniquenessinclusion:
Individual is treated as an
insider and also
allowed/encouraged to retain
uniqueness within the work
group.
low
belongingnesshigh
belongingness
low value in
uniquenessexclusion:
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
uniquenessdifferentiation:
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
belongingnesshigh
belongingness
low value in
uniquenessexclusion:
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
uniquenessdifferentiation:
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.
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
do stuff!
• formal business case
• clear, concise definitions
• consistently known
• informal narrative
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
Top Regrets
of The Dying
Bronnie Ware
palliative care nurse
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
Fear of Being Different
Stifles Talent
Harvard Business ReviewMarch 2014
Kenji Yoshino, Christie Smith
•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
Please be
less of
yourself so
that I can be
more
comfortable.
66% of these employees said that it
significantly undermined their
sense of self
50% stated that it diminished their
sense of commitment
do stuff!
• start with yourself
• make “inclusion” more tangible
• reward initiative, expression & risk taking
• provide variety of ways to participate &
share
• provide employees with more choice
@joegerstandt #SHRM15
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
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
How do you make decisions?
Groups often fail to outperform
individuals because they
prematurely move to
consensus, with dissenting
opinions being suppressed or
dismissed. -Hackman, Morris Advances in Experimental Social Psychology
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.
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 agreement
sweet
spot
Group intelligence is not
strongly tied to either the
average intelligence of the
members or the team’s
smartest member.-Thomas Malone, MIT Center for Collective Intelligence
do stuff!
• explicit framework for decision making and
disagreement
• promote, teach, reward respectful
disagreement and assertive communication
• conflict management as a core management
competency
@joegerstandt #SHRM15
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
Maybe this looks more familiar?!
consider a ten person team
1
2
4 5
9
3
876
10
1
9
7
6
5
2
3 8410
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?
do stuff!
• prioritize relationships
• make social time and space
• deliberate efforts to build bridges
• social tools
@joegerstandt #SHRM15
1.mature language & logic
2.authenticity
3.decision making
4.relational networks
5.behavioral science
It requires no hatred or fear to
assign meaning to (or judge)
the things that we see, we do it
automatically.
The problem is that we forget,
do not realize, or deny that this
even happens.
This is a good
person.
good
This is a good
person.
good bad
This is a good
person.
good bad
“Time and again, the research
shows that interviews are poor
predictors of job performance
because we tend to hire people we
think are similar to us rather than
those who are objectively going to
do a good job.”-Ori Brafman, quoted in “Overcoming the ‘Sway’ in
Professional Life”. The New York Times July 15, 2008.
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
judgment w/o question
judgment w/o question
mental shortcut
judgment w/o question
mental shortcut
automatic association
automatic associations without:
• awareness
• intention
• control
These often conflict with our conscious
attitudes, behaviors, and intentions.
What is Unconscious Bias?
What
does a
pilot look
like?
amygdala:
processing
and memory of
emotional
reactions,
especially fear
anterior
cingulate cortex:
autonomic
functions, rational
functions
(decision-making,
empathy, reaction
to reward,
emotion, etc.)
System
One
Thinking
“Fast
Brain”
System
One
Thinking
“Fast
Brain”
automatic, incredibly fast, with
little or no effort and no sense
of voluntary control:
• detect that one object is more
distant than another
• orient to the source of a sound
• complete the phrase “bread
and…”
• detect hostility in a voice
• answer 2+2=?
• drive a car on an empty road
• automatic responses
Fast. Efficient.
Not terribly accurate.
Where did you sit?
pre-frontal
neocortex:
perceptual
awareness,
thought,
language, and
consciousness
System
Two
Thinking
“Slow
Brain”
System
Two
Thinking
“Slow
Brain”
allocates attention to the
effortful mental activities that
demand it…concentration,
effort, intention are involved:
• look for a woman with white
hair
• monitor the appropriateness of
your own behavior
• fill out a tax form
• answer 97+23+19=?
• park in a narrow space
• intentional responses
Slow. Inefficient. Very accurate.
System
Two
Thinking
“Slow
Brain”
System
One
Thinking
“Fast
Brain”
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.
If you do not
intentionally, include,
you will
unintentionally
exclude.
do stuff!
• do your own work
• help your organization come to an accurate
understanding of human nature, including
appreciation for the fact that we are naturally biased
• intentional efforts to mitigate bias in decision
making about individuals (interviewing, hiring
decisions, evaluation, etc.)
@joegerstandt #SHRM15
Everyday Bias | Howard Ross
Thinking Fast and Slow | Daniel Kahneman
The Social Animal | Elliot Aronson
Social Cognition | Ziva Kunda
The Hidden Brain | Shankar Vedantam
Incognito | David Eagleman
Subliminal | Leonard Mlodinow
The Invisible Gorilla | Chabris & Simons
The Halo Effect | Phil Rosenzweig
Using data from actual auditions for 8
orchestras over the period when screens were
introduced, auditions with screens
substantially increased the probability that
women were advanced (within the orchestra)
and that women were hired. These results
parallel those found in many studies of the
impact of blind review of journal article
submissions.Caffrey, M. (1997, May 12). Blind auditions help women. Princeton Weekly Bulletin. Based on Goldin,
C & Rouse, C. (2000). Orchestrating impartiality: The impact of “blind” auditions on female musicians.
American Economic Review, 90, 715–741.
joegerstandt.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Thank you!