diversity andinclusion: a case studyin culturechange · 2018. 5. 7. · n : diversity and inclusion...

Making healthcare remarkable

Diversity and Inclusion:A Case Study in Culture Change

Tanya S. Blackmon

EVP and Chief Diversity and Inclusion Officer

Making healthcare remarkable

“… Diversity and

inclusion must be fully

embedded in how we

do our work every day.”

Carl S. Armato,

President & CEO of

Novant Health

Diversity and Inclusion defined

Diversity: The similarities and differences of people found in our

workforce and marketplace (community). Diversity includes many

characteristics that may be visible such as race, age, gender,

appearance and it also includes less visible characteristics such as

personality, ethnicity, religion, job function, life experience, sexual

orientation, gender identity, geography, ability, regional differences,

work experience and family situation – all of which make us similar

to and different from one another.

Inclusion: Intentionally engaging human differences and viewing

such differences as strengths in both patients and team members.

The key to inclusion is that we value the perspectives and life

experiences of each person. These actions build an environment

that fosters mutual respect, trust and commitment.

Why Diversity and InclusionMatters

Our vision

We, the Novant Health team,

will deliver the most

remarkable patient

experience in every

dimension, every time.

Vision for your organizations

Diversity

Novant Health team members

26,247

Team 1nembers

MedQuest (586)

• Ambulatoryservices (595)

• Assist.ed living 51)

77%

18%C N. . .ntHloltll, lnc.2017

• ffl • f l l i< l ] 'Q i l6

Gender

23%'Oth<r- NatiYe H... . , ;. , , . and

other Pacific lsJanden. NM;..,

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lillCI I 1 1 - . : l u l r )

M ore than 440 team members are

bilingual, representing 3 0 languages

Novant Health veterans ITl1represent all 5 branches 'oU'of the U.S. armed forces

M ore than 300 team members are active ln seven business resource groups (BRGs)

• Generation to generation

• Pride (LGBTQ)

• Asian

• Black/African-American

• Women's

• Veterans

• Latino

82% SllW<llEN " " " t HH t h laJmon . . . . . . .20!6.20ll';rt H111thDtoonlty ard lndl.lllDI\ 2Dll';MoclQ1>ut Assod. . .2Dl7 N

I NOYANT'• HEALTH

Novant Health in 2016:

The community we serve

Total population

4 ,877,286

25%

20%

15%

10%

5%

0%

0 -17 1

4

4 5 - 6 4 6 5 and up

Age groups

ClNl:Hilnl Hlltth, lnc:. .2Cfl7

Household income

• All others

Asian & Pacific Islander

Non-Latino

• All others

0 """'* 'Dpm1Ynttta.110°""d'"' l lora nd N • NOVANT 'So<llCll<Sf:lH. .t h c : . = ' • HEALTH

“The next half century marks key points

in continuing trends — the U.S. will

become a plurality nation, where the

non-Hispanic white population remains

the largest single group, but no group is

in the majority.”

Thomas L. MesenbourgActing Director, U.S. Census Bureau

“What is the business case forhomogeneity?”

Kenneth C. Frazier, Chairman and CEO

Merck & Company

CEO Action Summit

Benefits of homogenous groups

� Easier to provide overall information

� Potential for less controversy

� Obtaining buy-in may be quicker

� Streamlined processes for research

� Less stratification of data

• Challenged the conception of Science that it was a steady progression

of the accumulation of new ideas

• Paradigms defined as “universally recognized scientific achievements

that, for a time, provide model problems and solutions for a

community of researchers.”

• Science advanced most by revolutionary explosions of new

knowledge – new paradigms

Thomas S. KhunThe Structure of Scientific Revolutions

The Steps of the Kuhn Cycle

Step 1: Normal Science

Scientifically based model of

understanding (a paradigm) exists

and works. Anomalies may appear

but the model holds true.

Homogenous leadership model

The Steps of the Kuhn Cycle: Applied to Diversity and Inclusion

Step 2: Model Drift

Model of understanding starts to drift. Anomalies increase and

begin to cause the model to be questioned.

Groupthink

Bay of Pigs Vietnam War

Groupthink occurs when a group values harmony and

coherence over accurate analysis and critical evaluation.

Step Three: Model Crisis

Model drift becomes so excessive the model is broken.

Anomalies are no longer exceptions.

Model Innovation

amazon apple UBER

“As innovation becomes more of a key differentiator

for the world’s largest companies, these organizations

increasingly see having a diverse and inclusive

workforce as critical …”

Forbes Insight

Step 4: Model Revolution:

New model is radically different from the old. Old model collapse

under weight of consistent challenges and new model arises.

“Firms with more women in the

C-suite are more profitable.”

Harvard Business Review

Dr. Phil

Dr. Phil

Is it meeting the needs of your

community?

Is it reflecting the needs of

your workforce?

Is it producing and driving

innovation?

Is it helping you achieve your

mission and vision?

Step 5: Paradigm Change

A single new paradigm emerges and the field changes from the old

to new paradigm. New paradigm becomes the new Normal Science.

Diversity and Inclusion vision

Novant Health’s team members utilize a diversity and inclusion lens

in all of their decisions and behaviors.

� Team Member Engagement Survey

• “I feel like I belong in this organization.”

• “This organization values team members

from different backgrounds.”

� Leader Retreat Agenda

Culture Change Strategy

Adding programs will never

change a culture.

Cultures change by concerted

effort over a sustained period

of time.

Inclusion

Organizational culture

Organizational culture is often

described as an iceberg in that the

most powerful aspects of culture

are not visible.

• Deeply embedded values, beliefs,

assumptions and behaviors

• Shapes structures, policies and

practices

• Often you are less aware of it

when you are in it

Embedding Diversity and Inclusion

Embed and leverage

:N Diversity and Inclusion listening tour

.,D iversity and Inclusion" is one of Novant Health's

Five Core Values.What do these words really mean?

8 themes emerged t·+t·I I t t0

Strength of Novant Health. Team membersview Novant Health as a strong

organizat ion that is committed to deliver ng tile remarkable patient experience.

•The,executive team.The demonst ration of strongleadership isintegral to

embedding d iversity andinclusion across the organizat on.

0Communication: c larity and ex;poctatlons. Team members want to ooar ttieir

leaders nit iatingdialogue about wtiat di\lersity andinclus on isand how we

live tt i score value.

Organizational cul ture.Team members want ttie "bar set high for having a

d iverse workforce and a highly inclusive, welcoming environm en l•0 Accountability. Leaders must be held accountable for creating a diverse workforce

and aninclusive environment for pat ents. team membersand v sitors.

0Talent management. We shou d continue to imp ement strategies for recruiting,.

hiring,. develop ng and retaining a diverse workforce.

•Education: awareness and skJll bu llding. W e should expand our avai able

resources to continue to raiseawareness and embed d \lersity and inclusion

ttioroughout No\lant Health.

Patient diversity, access and equity. W e need to ensure the remarkable patient

exper ence consistently reaches al l patients.•

Tanya Blackmon, EVP & chief diversity and inclusion off icer, spent

seven months t raveling to speak with near ly 70 0 team members.

0 00

Establish a clear Emboo dlvl!t'Stty Develop system

vision and s t r a t lc andlnc lusJon metr cs for

plan based on the throughout Novant ,

themes from the ,

i

NI• NOVANT '• HEALTH

suppli er diversity

healthcare equity

communi ty

outreach andan

inclus ve culture.

Health based

on the strategic

plan for an

nclusive cul ture.

listeningtour aod

our mission,vision

arid values.

Success factors

� Compelling vision

� Commitment and visible leadership from

the top

� Assess the current state and determine

readiness of the organization to change

� Approach the process as a culture change

strategy

� Incorporate diversity and inclusion as a

business imperative

� Establish and track over time solid metrics

(qualitative and quantitative)

� Educate, educate, educate at all levels

and continue over time

� Integrate D&I into existing practices,

policies, initiatives, education, etc.

Reality check

Challenges

� Understanding and acting on the difference

between diversity and inclusion

� Recognizing the amount of time and

resources required to truly embed D&I in

the culture

� Addressing all stakeholders of a healthcare

system … patients, team members, board,

community

� Team members fear that they will be asked

to give up their values

� Fear of quotas being established

� Engaging with resistance

� Perception that D&I is a program rather

than a culture

Where to start?

Observe

� Over the next 2 weeks, take note

of what you see and observe.

� What do wish you had seen or

heard?

Structures can exclude

What structures include and exclude in your organizations?

Where to start?

Observe

� Over the next 2 weeks,

take note of what you

observe?

� What do wish you had

seen or heard?

Mark Opportunities

� Where do you see opportunities for

Innovation, Broader Perspective,

Inclusion or Profitability?

� Examples:

� Who attends or leads your

meetings?

� Who gets the most “air time”?

� Who is rewarded and for what?

“We must be the change we wish to see in the world.”

~Ghandi

Takeaways

• Difference between diversity

and inclusion

• Homework

• Your role as a visionary leader

Thank you

Questions?