diversity & inclusion (nahro 2011)

diversity & inclusionNAHRO

joe.gerstandt@gmail.comjoegerstandt.com

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

joe.gerstandt@gmail.comwww.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

www.facebook.com/joegerstandt

402.740.7081