diversity & inclusion (nahro 2011)
Post on 17-Oct-2014
1.068 views
DESCRIPTION
Slides from a keynote presentation delivered by joe gerstandt April 2011www.joegerstandt.comTRANSCRIPT
diversity & inclusionNAHRO
joegerstandt.com/bloglinkedin.com/in/
joegerstandtyoutube.com/joegerstandt
slideshare.net/joeg
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.Problem exists out
there
let’s chat…1.Look for a biased
outcome. 2.Is anyone asking why?3.Are there some
assumptions in place about why?
4.Opportunities?
What looks like resistance is
often a lack of clarity.
Switch, Dan and Chip Heath
diversity is…
diversity is…
• difference
diversity is…
• difference• takes many forms
diversity is…
• difference• takes many forms
• relational
diversity is…
• difference• takes many forms
• relational• a catalyst
greater diversity = greater
variance in performance
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• integration of networks
“…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…”
identity
diversity
timefor
some exercis
e
cognitive diversity
The extent to which the group reflects differences in
knowledge, including beliefs, preferences and
perspectives.-Miller, et al (1998) Strategic Management Journal
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
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
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
friends with
cognitive
benefits
If everyone is thinking the same thing,
someone isn’t thinking at all.-General George S.
Patton
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
smokebowl
eat hamburgers
smokebowl
eat hamburgers
knitwear glasses
eat salad
stereotype
• honest and ongoing dialogue
• 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
If you do not intentionally, deliberately,
proactively include… you will
unintentionally exclude.
We are called to be
architects of the future, not
its victims.-Buckminster Fuller
thank you!
joe gerstandt
www.joegerstandt.com
[email protected]/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081