reset! what diversity and inclusion mean today (2011 phwc))
Post on 17-Oct-2014
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Slide deck from a keynote presentation at the 2011 Psychologically Healthy Workplace Conference delivered by joe gerstandtwww.joegerstandt.comTRANSCRIPT
RESET!
#NOHRC
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What looks like resistance is often a lack
of clarity.Switch, Dan and Chip
Heath
what
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diversity
is…
difference
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difference
takes many forms
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difference is
relational
…it exists between people, not in people
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difference is generative
…difference always
changes social groups
(tension)
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difference can be the cause of…
Introducing or increasing difference in a social group can trigger:
we vs. they mentalitystereotypingin-group favoritisminter-group conflictsatisfaction, performance, turnover
get worse
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difference changes social groups…
greater diversity = greater variance in performance
(groups with more diversity always perform better or worse than groups
with less diversity)
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inclusion is…
Our ability to include difference and utilize the resources that
we have access to.
• fairness of employment practices
• openness to difference• inclusion in decision making
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“…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…”
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identity
diversity
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timefor
some exercis
e
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cognitive diversity
differences in mental processes of perception,
judgment, categorization, rules of thumb, etc.
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analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
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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
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analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
@joegerstandt
MBA Harvard University
100 people
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MBA Harvard University
100 people
team #1
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MBA Harvard University
100 people
team #1
team #2
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countingmoney
spendingmoney
savingmoney
helpingthe others
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If everyone is thinking the same thing,
someone isn’t thinking at all.
-General George S. Patton
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why
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1-new competitive advantage
Change is the engine of growth.
Sustainable, profitable change is fueled by
innovation.
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1-new competitive advantage
Change is the engine of growth.
Sustainable, profitable change is fueled by
innovation.The Medici Effect | Frans
Johannson
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1-new competitive advantage
The Medici Effect | Frans JohanssonThe Social Origin of Good Ideas | Ronald
Burt (social capital)Teams with training and experiential
diversity.
None of us is as smart as all of us.
-Ken Blanchard
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2-generational transition
US Population Percent Change by Age: 1990 to 2000
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3-new workforce@joegerstandt
4-new consumers@joegerstandt
5-better problem solving
The Difference | Scott Page
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6-conformity kills@joegerstandt
7-human nature@joegerstandt
what gets in the way
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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.
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stereotype
waitress librarian
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smokebowl
eat hamburgers
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smokebowl
eat hamburgers
knitwear 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
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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.
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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
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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.
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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
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If you do not intentionally,
deliberately and proactively include,
you will unintentionally
exclude.
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high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
move to low difference:Tell a joke.
State a shared value or belief.
Share personal experience.
Pick a low difference topic.
move to low interaction:
Stop communicating.Leave the area.Explain yourself.
Pick a low communication
topic.
low interactio
n
move to high interaction:
Ask a question.Use another medium.
Listen more.Pick a high
communication topic.
move to high difference:Amplify little differences
Play devils advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
thank you!
@joegerstandt
joe gerstandt
www.joegerstandt.com
[email protected]/joegerstandt
www.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt
402.740.7081
@joegerstandt
resources• The Difference: How the Power of
Diversity Creates Better Groups, Firms, Schools, and Societies | Scott Page
• The Wisdom of Crowds | James Surowiecki
• A Whole New Mind | Daniel Pink • The Medici Effect | Frans Johansson• The Geography of Thought | Richard
Nisbett
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resources• Achieving Success Through Social
Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker
• The Whole Brain Business Book | Ned Herrmann
• Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer
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