diversity in change - alternative perspectives on criteria for success

Diversity in Change - alternative perspectives on criteria for success

Webinar

Thursday 14th April 2016

Sarah Coleman and Kent Thomson

Enabling Change SIG and Women in Project Management SIG

Women in Project Management SIG

Diversity in Change: Alternative

perspectives on criteria for success

SIG Introduction by Teri Okoro Director TOCA, Chair APM WIPM SIG

14 April 2016 Joint webinar with the APM Enabling Change SIG

WIPM SIG - Overview

WIPM addresses the development and

promotion of women working in project

management environments and works to

maximise the availability of expertise in

the project management profession.

…….actively promote investment in

gender diversity …so… all project

managers have potential to develop a

highly rewarding career,

…….supporting both men and women to

maintain a balance …….. whilst striving

to retain their own identity.

• Developing a powerful

profile

• Promoting a no barriers

culture

• Engaging & responding

• Collaboration

Events National WIPM Conference

29 September 2016

London + regional events

31 June 2016

Joint events & webinars

Strategy

Resources Video + factsheets

@apmwipmsig

APM Women in Project

Management SIG

email: [email protected]

© 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 4

Diversity in P3CM

Sarah Coleman Fellow & Former Non-Executive Director, APM

Director, Business Evolution Ltd

Author “Project Leadership” (Gower, 2015)


diversity is …..

…. difference, variety, multiformity, experiences,

perspectives, “nature” as well as “nurture”

“…. against everything that makes for a

monotonous and puerile world” Amin Maalouf “On identity” (2000)


dimensions of diversity …..

Source: IBM Institute for Business Value

• Gender

• Race, ethnicity, family of origin

• Age, generation, seniority

• Size/body type/physical traits

• Geography/home address

• Health status/ (dis)ability

• Voice and accent

• Religious/spiritual practices

• Sexual orientation

• Social class

• Political beliefs

• Educational background

• Professional & life experience

• Psychometric preferences.

Source: Guardian 8 March 2016

Visible & obvious

Less visible & less obvious


poll …..

Question: Which of the following statements applies to you the

strongest? (tick only one)

• Working on a project I seek out different ideas & opinions

• I know what I want so don’t look for other perspectives

• Whenever possible I try to work with other people

• I avoid generalizing behaviours or attitudes of others

• I view those who aren’t like me as a source of learning


diversity makes for good business in a VUCA

world …..

• Reflects client/customer base

• Diverse boards, teams, make better decisions

• War for talent

• Benefits of group problem solving:

o variety of perspectives

o more information about possible alternatives

o better decision reliability

o dampening of unconscious biases

o social presence effects.


value of diversity in P3CM ….. • Moving from tolerance to embracing differences:

moving from an individual focus to high-performing

teams

• Understanding of how strengths, experience, skills

and behaviours can be used to the benefit of the

team and the project/programme/portfolio/change

• Better decision-making, working behaviours: – Avoid group think, confirmation bias and getting stuck on

“admiring the problem”: increases independent, critical thinking

– Different perspectives provides more choices

– Breaking down barriers between “in-groups” and “out-groups”

– Breaking down mental models, decreasing unconscious bias

and/or (perceived) favouritism, leading to better working

relationships

• Increased understanding of key stakeholder

perspectives: client, sponsor, etc.

Question: what other value do you see in diversity?


“….. we tend to be intuitive and instinctive when making our

judgements on who to trust and who we respect. Those judgements

are often grounded in what we consider to be familiar and safe from

our perspective. ”

Lucy Marcus Professor of Leadership and Governance at IE

Business School


neurology for intuition and

instinct …..

Source: www.chimpmanagement.com System 1: Fast, automatic, frequent,

emotional, stereotypic, subconscious

System 2: Slow, effortful, infrequent,

logical, calculating, conscious


Thank you. Questions? Contact

Sarah Coleman

Business Evolution

+44 (0)7999 879870

[email protected]

www.businessevolution.co

http://uk.linkedin.com/in/sjcoleman

@business_evolve

Collaborating about change

Elisabeth Goodman

Enabling Change SIG

‘Improving the change

capability of

organisations, teams

and individuals’

Each other

Events

Micro-site

(e.g. Methods & Standards)

Newsletter

Spark Collaboration

Contact us!

[email protected]

The resources available to help our 350+ members build their change capability

16

mailto:[email protected]

Working Across Cultures

Diversity in Change - alternative perspectives on criteria for success Webinar

My rude awakening

Working Across Cultures

Poll: in our culture how important is it to:

“Read between the lines” for what is not said but meant?

Provide feedback directly and overtly, even developmental (negative) feedback?

(1-5 where 1 is not important, 5 is extremely important)

Reading between the lines

Mr. Smith: It looks like we’re going to have to keep the office

open on Saturday.

Mr. Liu: I see.

Mr. Smith: Can you come in on Saturday?

Mr. Liu: Yes. I think so. (with a hesitant tone)

Mr. Smith: That’ll be a big help.

Mr. Liu: Yes. Saturday’s a special day, did you know?

Mr. Smith: Is it?

Mr. Liu: It’s my daughter’s birthday.

Mr. Smith: Oh that’s great! I hope you all enjoy it.

Mr. Liu: Thank you. I appreciate your understanding.

From alearningculture blog

Mr Liu works a Saturday?

Poll: What will the employee do now?

Take the day off?

Come in on the Sunday?

Reading

between

the lines

- Who

are they?

What they say What they mean What we understand

Understanding someone else’s rules

Getting to “Yes” in Japan

Harmony

The feedback

sandwich

English and

French

But how do you do it?

Create

Rapport, gain

trust

Use all your

senses to see

what’s between

the lines

Focus on your

common

outcomes

Be flexible in your

behaviour and

language

Multi national teams - Example Ground Rules

Pause before speaking to allow others to speak

Hold important meetings Monday to Thursday

Be gentle in giving feedback

Give time to reflect before making important decisions

Take time to comment explicitly on our manners.

Titles and position DO matter.

Spend time checking what we mean by each others language.

Pay attention to my non verbal “language”

Yes but how do you do it?

Questions and Answers

This presentation was delivered

at an APM webinar

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