diversity andinclusion: a case studyin culturechange · 2018. 5. 7. · n : diversity and inclusion...
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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;..,
Am<rican, m.Jti...:ialM • ' - " " ' • G.nX ltit.,.bunwn Trwdlfillr111h11
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?