leading managing diverse organizations · the leading & managing diverse organizations course...

FALL2017SECTION80

LEADING&MANAGINGDIVERSEORGANIZATIONS

MORS462‐5

SYLLABUS

PROFESSORNICHOLASA.PEARCE,PH.D.@NAPPHD

©2017NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.1

D E P A R T M E N T O F M A N A G E M E N T & O R G A N I Z A T I O N S ( M O R S )

MORS462‐5:LEADING&MANAGINGDIVERSEORGANIZATIONS

Fall2017(1st5weeks)•Section80Tuesday6:30pm–9:30pm

EvanstonCampus–GlobalHub

PROFESSOR:NicholasA.Pearce,Ph.D.@NAPPHD+1(847)467‐3468n‐[email protected]:Tuesdays4:30–5:30pm(GH5181)TEACHINGASSISTANT:DanielMilner,Management&OrganizationsPh.D.candidated‐[email protected]

COURSEOVERVIEWTheLeading&ManagingDiverseOrganizations coursewill focus on developing the cross‐culturalcompetenceyouneedtoleadeffectivelyinthemoderncollaboration‐poweredglobalmarketplace–onethatismorediversethaneverbeforeonmultipledimensions.Thiscourseisdesignedtoprovideleaderswithevidence‐based insights, aswell asproven individual, interpersonal, enterprise‐level strategies tosuccessfullyharnessthepowerofdiversityandinclusioninteams,organizations,markets,andsocieties.

Thiscourseconsiderstherapidlyincreasinglevelsofworkplacediversityandmarketplaceglobalizationas opportunities for individual & organizational growth, and as potential catalysts for game‐changinginnovation&sustainablecompetitiveadvantage–notasproblemstobesolved.Tobesuccessfulinthecontemporaryknowledgeeconomy,leadersmustdeveloptheabilitytounderstand,engage,andintegratepeopleofdifferentbackgrounds&worldviews–whether in termsofgender, raceorethnicity, ageorgeneration, religion or creed, educational or functional background, or socioeconomic status. Leadersmust also learn to build sustainable organizational architectures that leverage diversity, promoteinclusion,andenableproductivecollaborationintheseincreasinglycomplexcross‐culturalcontexts.Inadditiontodevelopinggreaterself‐awarenessandcross‐culturalcompetence,thiscoursewillalsobuildyourconfidencetomorethoughtfullyinteractinculturallydiversecontexts,addressthe(oftensubtle)barriersofprejudicethatinhibitpeople’sabilitytolearn,grow,andcontributetheirhighestandbesteveryday,andultimately,tochampioninclusivestrategies&practicesthatwillenableyoutomorefullyleveragethediversetalentthatexistswithinandbeyondyourorganization.


COURSEFORMAT&ATTENDANCEPOLICYEachweek,wewill focusonadifferentdimensionof thecross‐cultural competenceandorganizationalintelligenceneededtolead&managediverseorganizationsinthemulticulturalmarketplace,startingwithyourpersonaldiversityjourneyasanindividual,scalinguptothelevelofteams,organizations,markets,andsociety.Thiscourseisbuiltonthephilosophythatwelearnfromoneanother–consequently,therewillbeastrongemphasisonactivelyengaging inself‐reflection,discussingassignedreadingsandreal‐worldscenarios,sharingexperiences,andparticipatinginexperientiallearningexercises.Discussions regarding sociocultural diversity often address topics that can engender a degree ofcontroversyanddisagreement,andchallengegroupmemberstostretchbeyondtheircomfortzones.Thisisnormalandshouldbeexpectedwithinthecontextofourcourse.Yourlearningandthatofyourclassmateswillbeenhancedbyyourwillingnesstohonestlyshareyourperspectives&experiencesasyoualsoactivelylistentothoseofothers.Irespect–andexpecteveryoneelsetorespect–thediversityofviewpointsthatyouwillhavetoshareonthesetopics.Intheend,thesuccessoftheclassdependsonyourwillingnesstothoughtfully,respectfully,andactivelyengageinthesedifficultconversations.Becausethiscoursereliessoextensivelyontheconsistentactiveengagementoftheentireclass, it isabsolutelyessentialthatyouattendallfiveclasssessions.Thereisastrictno‐missattendancepolicyforallsectionsofMORS462‐5–missing20%ofthecourse(onesession)isunacceptable.Ifyoumissoneclass,thehighestgradeyoucanearninthecourseisaC;ifyoumisstwoclasses,youwillfailthecourse.*Moreover,thiscoursedoesnotofferapass/failoption,asthereisnowaytogetthetruevalueout of the course unless you fully invest yourself in it – both inside and outside of the classroom.*Exceptionsmaybemadeintrulyextremecircumstances,suchasamajorunexpectedhealthchallenge,butonlyif(1)itisclearthatyousimplyhadnootherchoicethantomissclassand(2)youprovidecleardocumentationoftheextremecircumstances.Infairnesstoall,thestandardformakinganexceptionisveryhigh.

COURSEMATERIALSEachclasssessionfeaturesbothrequiredreadingsandbonus(optional)readings.Allassignedreadingscanbefoundinthestudy.netcoursepackorpostedtoCanvas;noadditionaltextbookisrequired.You should come to each class prepared to summarize key points from the readings and to activelycontributetotheconversationsandexperientialexercises.Asyoucompleteeachreading,askyourself:

Whatisthebasicargumenttheauthormakes? Whatarethekeyconcepts/principles? Sowhat?Howdoesthismatterformeasanindividual?Formyteam/organization?Forsociety? WhataretheimplicationsforthekindsofchallengesImightfaceasaleader?

Pleasenotethatnoaudioorvisualrecordings(includingphotosorcopies)canbemadeoftheclassor coursematerials (including slides)without the permission of the professor. All exercises andtheirsolutionsareconfidential.Copyrightedmaterialscannotbecirculated,(micro)bloggedabout,posted,orsharedinanyform.Ifyouareunsureastotheapplicationofthisguidance,pleaseaskme.

EVALUATIONYourperformanceinthiscoursewillbebaseduponthefollowingfourcomponents:

COURSE CONTRIBUTION (15%) – Classwill begin each day promptly at the start time – your on‐timeattendance, full preparedness, and complete engagement are both expected and appreciated by yourclassmatesandyourprofessor.Ineachsession,youshouldbepreparedtodiscussthereadingsand/or


case(s),shareyourideas,andthoughtfullyinterpret&engagetheinsightsandissuespresentedbyothers.Youron‐timeattendancetoallclasssessionsandtheconsistency&qualityofyourcontributionsarevitaltoeveryone’slearningexperienceandwillfactorintotheevaluationofyourperformanceinthisclass.Yourcontributiontoclassdiscussionswillbeevaluatedmorebythequalityofyourcommentsthantheirquantity. Qualitydiscussioncommentspossessoneormoreofthefollowingattributes:

Offerarelevantperspectivewithclearreasoning&carefulanalysis. Applythetheoryandconceptsofferedinthereadingsandlecturescorrectly. Advance the discussion forward by building on previous contributions with original insights

and/orpowerful,provocativequestions–donotmerelyrestatepointsalreadymadebyothers.DIVERSITYREFLECTIONESSAYS(30%)–Animportantobjectiveofthisclassistobridgethegapbetweentheory and practice. Translating insight into action is not always easy, but is essential for effectiveleadership.Inordertofacilitatethis,youwillbeaskedtocompletethree“DiversityReflectionEssays.”Theseindividually‐authoredessayswillbeof1‐2pagesinlength(12‐pt.fontsize,double‐spacing,and1”margins)andwillaskyoutoreflectonthereadingsandin‐classdiscussionofthepreviousweekbysharing your key takeaways, “aha”moments, aswell as your thoughts on how you can apply theselessonstoyourownpracticeof leadership.Theseshortessayswillbegradedonacheck‐plus,check,check‐minus basis. Outstanding essays will go beyond a simple restatement of the in‐classhighlights/summary of readings to demonstrate a nuanced synthesis of the ideas and a thoughtfulexplanationofhowtheycan/willbeappliedtoyourlifeandleadership.Anadditionalbenefitoftheseassignmentsisthattheywillhelpyoutoreflectupon, internalize,anddeepenyourunderstandingofkeycourseconceptsandhowtoapplythemasyouprepareforyourfinalcoursedeliverables.EachofthethreeessayswillbedueviaCanvasatthebeginningofthefollowingclasses:

DiversityReflectionEssay#1(basedonSession1):Tuesday,September26(Session2) DiversityReflectionEssay#2(basedonSession2&theIAT):Tuesday,October3(Session3) DiversityReflectionEssay#3(basedonSession3):Tuesday,October10(Session4)

DIVERSITY& INCLUSIONCAPSTONEPROJECT(30%)–This finalprojectwillprovideanopportunity foryou to collaborate with a small team of your classmates to deeply investigate a culturally distinctsubgroup within the larger context of American culture – you must select a subgroup that isunrepresentedonyourteam.Usingtheconceptslearnedinthecourse,eachteamwillprepareareportofapproximately10pagesinlengthintroducingustowhatweneedtoknowtoeffectivelydobusinesswith people in the subculture, including important considerations for employing (e.g. attracting,retaining,andpromotingtalentwithinorganizations)andcollaboratingwithpeopleinthesubcultureinacross‐culturallycompetentmanner,aswellaspenetratingthemarketsrepresentedbythesubculture.Someideasforcategoriesthatrepresentsubculturesthatyoumightconsider(thislistisnotexhaustive):

Gender:Women,Men Race:African‐Americans(Blacks),Caucasians(Whites),Latinos,Asians,multiracialpeople Immigrantstatus(e.g.GreenCard,undocumented,fullcitizen,etc.) Sexualorientation:Straight,Gay,Lesbian,Bisexual,orTransgenderpeople Peoplewhoareprimarilyresponsibleforthephysical&emotionalcareofoneormoredependents Religion/creed:OrthodoxJews,evangelicalChristians,Muslim,Amish,etc. Age/generation:GenZ(DigitalNatives),GenY(Millennials),GenX,BabyBoomers,Traditionalists Militaryveterans Disability(includingphysical,cognitive,mental,sensory,developmentaloremotionalimpairments)


Inyouranalysis,youmightconsideraddressingsomeofthefollowingquestions: Whataresomeofthedemographicshiftsonthehorizonwithinthissubculture?Howmight

theseshiftsinformandinfluenceworkplaceandmarketplacediversity&inclusionstrategy? Whatarecommonexperiencespeoplefromthissubculturehavedoingbusinesswithin

CorporateAmerica/withmajorityAmericanbusinesses?BeyondCorporateAmerica? What are some of the common stereotypes of people from this subculture?Who holds

thesestereotypes?Howdoesthatimpactorganizationalbehaviorandbusinessoutcomes? Howwould you describe this subculture using the 8 Dimensions of Culture framework?

What insights does your assessment give you as someone who might potentiallylead/collaboratewithindividualsfromthissubculture?Whataresomeofthe“dos&don’ts”forcollaboratingwithindividualsinthissubcultureinacross‐culturallycompetentmanner?

Whatdoindividualsfromthissubculturewishtheirorganizationalleaders/managersknewabouthowtounderstand,respect,andleveragethedifferencetheybringtothetable?

Whatshouldleadersandorganizations(bothB2B&B2C)dowiththeinsightsgeneratedbyyourteam’sanalysis?Howcantheyimplementsomeoftheseideaswithintheirteams&organizations,aswellaswiththeirpartnersandcustomers/clients?

This finalproject isan importantexercise to further solidify the lessons learned fromthecourseandlayanimportantfoundationforyoubeyondthecourse.YoumustfirstproposeasubculturetoinvestigateandhaveyourchoiceapprovedbytheprofessornolaterthanSession3.Yourfinalpapershouldbeapproximately10pagesinlengthandisdueby6:30pmviaCanvasontheeveningofSession5–Tuesday,October17.Asapartofthiscoursecapstoneproject,youwillalsobeasked toevaluate theperformanceofeachofyourgroup’smembers (includingyourself).Youwillfindtheevaluationformlaterinthissyllabus.CROSS‐CULTURALCOMPETENCEGROWTHPLAN(25%)–Thiscourseispredicatedonthebeliefthatyoucangrowinyourcross‐culturalcompetence.Throughoutthecourse,Iwouldlikeyoutorecordgrowthgoals inrelationshiptothecontentareaswediscuss inclassandthosecoveredinyourInterculturalDevelopmentInventory(IDI)report.Thisassignmentiscomprisedofatwo‐pageessaycapturingyourkeytakeawaysandlessonslearnedfromtheclassalongwitha1‐2pageto‐dolistofactionsthatyoucanandwilltaketomakeyourselfamoreculturally‐competentcollaboratorandleader.Iwouldlikeyoutoprepare and submit that essay and “to‐do” list – your “Cross‐Cultural Competence Growth Plan,”prioritizedanddated.Thismeansthatyoushouldhaveidentifiednotonlywhatyouwilldo,butalsowhenandhowyouwilldoit.Thisexerciseismostlyforyou,butitwillalsohelpmeseehowyouareconvertingthecoursecontentintoarealactionplanforyourowngrowthasaleader.YourGrowthPlanisdueviaCanvasnolaterthan11:59pmCentralTimeonWednesday,October25.

CONSIDERATIONSFOROURCLASSCOMMUNITYTheKelloggHonorCodeandKelloggCodeofEtiquettebothfullyapplytothiscourseandrepresentourshared set of community expectations and values to promote the optimal learning environment foreveryone in our School (see http://www.kellogg.northwestern.edu/stu_aff/policies/honorcode.htmand http://www.kellogg.northwestern.edu/stu_aff/policies/etiquette.htm). Academic dishonesty onanysubmittedworkwillbereportedtotheDean’sOfficeandwillresultinafailinggrade.Moreover,yourfellowclassmatesandIexpectyouto:

Arrivetoallclasssessionson‐timeandwell‐prepared. Engageactivelyandthoughtfullyinallclassdiscussionsandexercises.


Not sabotage your colleagues’ learning experience by discussing your prior knowledge ofany cases/exercises with other students, showing confidential role information to othersbefore/duringexercises,and/ornotfullyengaginginexercises.

Notcommunicatewithothers(outsideofyoursection)regardingyourexperiencewithcoursecases/exercises–thiswouldconstituteaKelloggHonorCodeviolation.

Notborrow/sharenotes,handouts,cases,orexamsfrom/withpeopleoutsideofthisclass. Notuserecordingdevices,cameras,computers,tablets,etc.withoutpermissionduringclass. Notusecoursehandouts,exercises,cases,discussionquestions,presentationslides,

oranyothermaterialsusedinthisclassforpurposesotherthanthisclasswithouttheexpresswrittenconsentoftheprofessor.

ACCESSIBILITY–AnystudentrequiringaccommodationsrelatedtoadisabilityorotherconditionisrequiredtoregisterwithAccessibleNU([email protected]‐467‐5530)andprovideprofessorswithanaccommodationnotificationfromAccessibleNU,preferablywithinthefirstweekofclass.Allinformationwillremainconfidential.

©2017NicholasA.Pearce,Ph.D.NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.6

WhoAmI?:ThePowerofSocialIdentityTuesday,September19

Session1

Objectives: Understandthecomplexinterplaybetweensocialidentityandself‐presentationforleaders Learnthehistoricalevolutionoftherationalefordiversity&inclusionintheUSA&globally Discusscourseobjectives,philosophy,format,andevaluationcriteria Developindividual&collectivelearninggoalsforthecourse

Read:

HowDiversityMakesUsSmarter(Phillips,2014) FearofBeingDifferentStiflesTalent(Yoshino&Smith,2014) BONUSREADING:DearWhiteBoss(Caver&Livers,2002) BONUSREADING:ThePressuretoCover(Yoshino,2006) BONUSREADING:DisentanglingtheMeaningsofDiversityandInclusion(Roberson,2004)

–DENOTESREADINGAVAILABLEONCANVAS

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WhoAreThey?:NavigatingCross‐CulturalInteractionsTuesday,September26

Class2

DUE:(1)DiversityReflectionEssay#1&(2)InterculturalDevelopmentInventory(IDI)Objectives:

Learnframeworksforcomparing&contrastingculturesanddiagnosingculturaldifferences Learnhowtoworkmoreeffectivelywithpeoplefromdifferentcultures Gaininsightintohowcross‐cultural(in)competenceimpactsglobalbusiness

Read:

BuildingBetterGlobalManagers(Rifkin,2006) NavigatingtheCulturalMinefield(Meyer,2014) TheInterculturalDevelopmentInventory(Hammer,2009) BONUSREADING:LostinTranslation(Trompenaars&Woolliams,2011)

–DENOTESREADINGAVAILABLEONCANVASC

C


WhoAreWe?:TheArt&ScienceofMindfulInclusionTuesday,October3

Class3DUE:(1)DiversityReflectionEssay#2&(2)CompletetheImplicitAssociationTest(IAT)

Objectives:

Discusstheimpactofbiasonindividuals,teams,andorganizations Understandtheimpactofdiversity&inclusioninorganizationsonworkplaceenvironment

andindividual&teamperformance Learnstrategiesforpracticingmindfulinclusioninteamsandorganizations

Read:

BuriedPrejudice(Carpenter,2008) RethinkingPoliticalCorrectness(Ely,Meyerson&Davidson,2006) TheMeasuringSticksofRacialBias(Mullainathan,2015) BONUSREADING:WomenRising:TheUnseenBarriers(Ibarra,Ely&Kolb,2013) BONUSREADING:TheTeddy‐BearEffect(Livingston&Pearce,2009) BONUSREADING:Microinequities:WhenSmallSlightsLeadtoHugeProblemsintheWorkplace

(Hinton,2003)

–DENOTESREADINGAVAILABLEONCANVAS

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Diversity&InclusionasOrganizationalStrategyTuesday,October10

Class4

DUE:DiversityReflectionEssay#3Objectives:

Learnaboutthestrategicapproachesthatorganizationsusetofosterworkforcediversity&leveragedifferenceasasourceofsustainablecompetitiveadvantage

Understandtheimpactofdiversity&inclusioninorganizationsonfirmstrategy,organizationalperformance,andmarketleadership

Read:

DiversityasStrategy(Thomas,2004) MakingDifferencesMatter(Thomas&Ely,1996) ABBIndia:LeveragingDiversityandInclusion(Ghosh,2015) BONUSREADING:FromAffirmativeActiontoAffirmingDiversity(Thomas,1990) BONUSREADING:WhyMakeDiversitySoHardtoAchieve?(Rice,2012) BONUSREADING:HackingTech’sDiversityProblem(Williams,2014)

Case:

ABBIndia:LeveragingDiversityandInclusion(Ghosh,2015)



WhereDoWeGoFromHere?Tuesday,October17

Class5

DUETODAY:Diversity&InclusionCapstoneProjectDUEONOCTOBER25:Cross‐CulturalCompetenceGrowthPlan

Objectives:

LearnabouttheimpactandfutureofD&Iinorganizationsfromcurrentexecutives Synthesizekeylearningsfromthecourse&planactionstepsforcontinuingdevelopment Discussconcretestepsyoucantaketoadvancetheworkofdiversity&inclusioninteams,

organizations,andsocietyRead:

GreatLeadersWhoMaketheMixWork(Groysberg&Connolly,2013) VoicesfromtheFrontLines(Minguetetal.,2014) LeadershipinYourMidst(Hewlettetal.,2005) BONUSREADING:HowHardShouldYouPushDiversity?(Davidson,2012) BONUSREADING:ExecutiveWomenandtheMythofHavingItAll(Hewlett,2002)



AboutDr.NicholasPearce

Dr. Nicholas Pearce serves as an award‐winning Clinical AssociateProfessor of Management & Organizations at the NorthwesternUniversityKelloggSchoolofManagement,wherehewasnamedMSMSProfessoroftheYearin2015.HeisalsothefounderandchiefexecutiveofficerofTheVocatiGroup,aglobalexecutiveadvisoryconsultancy.Heis a leading scholar, lecturer, and trusted strategicadviseronvalues‐driven leadership, collaboration, and change in organizations.He hasserved leaders of corporations, social impact organizations,governments, and communities of faith on six continents, includingAbbvie,AdvocateHealthCare,AllstateFoundation,Aon,ArchdioceseofChicago,BostonScientific,BP,ChicagoPublicSchools,ChicagoUnited,Chicago Urban League, Council of State Governments, Deluxe,

DiversityInc,TheEpiscopalChurch,Exelon,FMC,Google,Hearst,JonesLangLaSalle,JPMorganChase,KIPPFoundation,McDonald’s,Monsanto,NASA,Nike,NorthwesternMedicine,Novartis,PentecostalAssemblies of the World, Perkins Coie, Philanthropy Club of Chicago, The PrivateBank, RonaldMcDonaldHouseCharities,SurgeInstitute,TeachforAmerica,UnitedStatesOlympicCommittee,USG,WomenHeart,Whirlpool,andYoungPresidents’Organization,andZSAssociates.

Dr. Pearce is committed to philanthropy & civic engagement, serving on the boards of AccessCommunity Health Network, the Chicago Children’sMuseum, and the Chicago Community Trust’sAfricanAmericanLegacyFund.HehasbeenaFellowofLeadershipGreaterChicagosince2015andhasalsobeennamedoneofChicago’s40GameChangers(under40)byWVON/ArielInvestments,aGalbraithScholarbyHarvardUniversity’sKennedySchoolofGovernment,andaPublicVoicesFacultyFellowbyTheOpEdProject.Hehasbeenhonoredforexcellenceandpromiseasaleaderandscholarby several organizations, including theCoca‐Cola ScholarsFoundation,CongressionalBlackCaucusFoundation,Mustard SeedFoundation,NationalBlackMBAAssociation, andUnionLeague Club ofChicago. He and his work have been featured in global media outlets including BloombergBusinessweek,ChicagoTribune,FastCompany,Forbes,Fortune,TheHuffingtonPost,TheLosAngelesTimes, Marketplace, MSNBC, The New York Times, Newsweek, Strategy+Business, Time, Univision,UrbanFaith.com,andTheWashingtonPost.

Dr.PearcecurrentlyservesasAssistantPastorofChicago’shistoricApostolicChurchofGod,whereheisresponsibleforoverseeingthespiritualeducationanddiscipleshipofApostolic’s18,000‐membercongregation.Heisaninternationallysought‐afterspeaker,andisemergingasoneofhisgeneration’smost trustedand influentialvoices,withaministrythathasalready impactedtensof thousandsoflivesacrosscultural,generational,anddenominationalboundaries.

Dr.PearceholdsthePh.D. inManagement&OrganizationsfromNorthwesternUniversity’sKelloggSchoolofManagementandtheS.B.inChemicalEngineering&ManagementfromtheMassachusettsInstituteofTechnology,withaconcentrationinReligiousStudiesearnedinconjunctionwithHarvardDivinitySchool.AChicagonative,Dr.Pearcecurrentlyresidesinhishometownwithhiswife,Tammy.


TEAM EVALUATION Pleaseusethisformtoevaluateallofthemembersofyourteam,includingyourself,basedonyourDiversity&InclusionCapstoneProjectandanyothergroupworkdonetogetherthroughoutthiscourse.Evaluateeachpersonon(1)thequalityofhis/hercontribution(s),(2)theirdependability/reliability,and(3)theextenttowhichtheydemonstratedleadership/initiativeusingthecomparativescalebelow.PleasesubmitthisgroupevaluationviaCanvasnolaterthantheduedateofyourfinalproject.Donotforgettoincludeyourself!

SCORE QUALITATIVEDESCRIPTION‐1 Effortswereclearlynotuptoparwiththeotherteammembers‐0.5 Effortsweresomewhatlesssubstantialthanmostoftheotherteammembers0 Effortswereaboutequaltomostoftheotherteammembers

+0.5 Effortsweresomewhatmoresubstantialthanmostoftheotherteammembers+1 Effortswereexceptionallyabove&beyondtheotherteammembers

TeamMemberName

QualityofContribution

Dependability Leadership

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