why (and how) diversity matters now
Post on 16-Sep-2014
5 views
DESCRIPTION
Slide deck for Diversity and Inclusion presentation for Chattanooga SHRM chapter (2010)TRANSCRIPT
Why (and How) Diversity Matters NowSHRM Chattanooga
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
[email protected]/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081