Post on 17-Oct-2014
description
Leading Inclusion Diversity & Inclusion Next Practices
@jo
eg
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GET CONNECTED
JASON LAURITSEN jason@talentanarchy.com twitter.com/jasonlauritsen
JOE GERSTANDT joe@talentanarchy.com twitter.com/joegerstandt
1.Forward
Movement
2.Next
Practices
3.Q & A
Forward
Movement
Where are you
stuck at today?
forward movement
1. Language & Logic.
2. Go Small.
3. Become the source of human
intelligence.
forward movement
1. Language & Logic.
2. Go Small.
3. Become the source of human
intelligence.
What looks like
resistance is
often a lack of
clarity. Switch, Dan and Chip Heath
the foundation Diversity means _______, it is
valuable to this organization
because _________, and we
pursue that value through
__________.
The concept of diversity encompasses
acceptance and respect. It means understanding
that each individual is unique, and recognizing
our individual differences. These can be
along the dimensions of race, ethnicity, gender,
sexual orientation, socio-economic status, age,
physical abilities, religious beliefs, political beliefs,
or other ideologies. It is the exploration of these
differences in a safe, positive, and nurturing
environment. It is about understanding each other
and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.
Similarities and differences
among employees in terms
of age, cultural background,
physical abilities and
disabilities, race,
religion, sex, and sexual orientation.
The test.
diversity…
difference
diversity…
di·ver·si·ty [dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.
difference
relational
diversity…
difference
relational
takes
many forms
diversity…
difference
relational
takes
many forms
disruptive
diversity…
↑diversity =
↑variance in performance
groups with more diversity
perform better or worse than
groups with less diversity
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: “…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…”
forward movement
1. Language & Logic.
2. Go Small.
3. Become the source of human
intelligence.
forward movement
1. Language & Logic.
2. Go Small.
3. Become the source of human
intelligence.
Next
Practices
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
consider a ten person team
1
2
4 5
9
3
8 7 6
10
1
9
7
6
5
2
3 8 4 10
1
9
7
6
5
2
3 8 4 10
…flow of information?
1
9
7
6
5
2
3 8 4 10
…influence?
1
9
7
6
5
2
3 8 4 10
…inclusion?
Outcome disparities often
linked to social disparities.
a quick
exercise…
social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?
social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?
social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?
social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on) Over
the last 6 months, who are the
main people with whom you
have socialized informally?
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?
Who do you discuss new
ideas with?
Who do you turn to for help?
Who do you get the most
valuable information from?
Who do you trust to keep
your best interests in mind?
human resources
marketing
finance
operations
information technology
affinity groups
executive leaders
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
cognitive diversity
The extent to which the
group reflects differences
in knowledge, including
beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic appraisal of alternatives.
Group members try to minimize
conflict and reach a consensus
decision without critical evaluation
of alternative ideas or viewpoints.
Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance x
efficiency x
When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business School
Working Paper 12-083 | March, 2012
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance x
efficiency x
Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology
Minority dissent, even
dissent that is wrong,
stimulates divergent thought.
Issues and problems are
considered from more
perspectives and group
members find more correct
answers. -Nemeth, Staw (1989) Advances in Experimental
Social Psychology
Group intelligence is
not strongly tied to
either the average
intelligence of the
members or the team’s
smartest member. -Thomas Malone, MIT Center for Collective
Intelligence
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
MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
These theorems that when
solving problems, diversity can
trump ability and that when
making predictions diversity
matters just as much as ability
are not political statements.
They are mathematical
truths. -Scott Page
please add these numbers…
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?
but…
team #1
This team greatly
overrates its own
problem solving
capacity.
team #2
This team greatly
underrates its
problem solving
capacity.
We simply decide
without thinking
much about the
decision process. -Jim Nightingale
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
social technology
• Twitter/Yammer
• Blogs
• Video
open space
world café
A.I.
Ignite
culture hacking
recruiting
“We have found that current
employees are the most widely
used and are by far the most
trusted source of information
about organizations for
candidates.” -Corporate Leadership Council
training & development
“Successful organizations
connect people. Learning is
social. We learn from, by, and with
other people. Conversations,
storytelling, and observations are
great ways to learn, but they aren’t
things you do by yourself.”
-Jay Cross, Informal Learning
employee relations
“In organizations, if people are free
to make their own decisions, guided
by a clear organizational identity for
them to reference, the whole system
develops greater coherence and
strength. The organization is less
controlling, but more orderly.” -Margaret Wheatley, Leadership and the New Science
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
human brain 101
1.threat vs. reward
“The over-arching
organizing principle
of the human brain is
to minimize danger
and maximize
reward.” -Evian Gordon
human brain 101
1.threat vs. reward
2.efficiency
This is your brain.
This is the part you
are aware of and to
some degree in
charge of.
conscious vs. unconscious
Whatever you do,
do not think of a
pink elephant.
conscious vs. unconscious
human brain 101
1.threat vs. reward
2.efficiency
3.pattern recognition
when the
brain
locks onto
a pattern,
it does not
seek
alternative
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
smoke
bowl
eat hamburgers
smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
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.
If you do not
intentionally,
include, you will
unintentionally
exclude.
next practices
• network analysis
• cognitive diversity & social
space design
• social methodologies
• new science / new paradigm
• innovation & creativity
Where
do
good
ideas
come
from?
Where do good ideas come
from? That is simple…from
differences. Creativity comes
from unlikely juxtapositions.
The best way to maximize
differences is to mix ages,
cultures and disciplines.
-Nicolas Negroponte, founder MIT Media Lab
recombine
&
synthesize
1 + 1 = 3
The Social Origin of Good Ideas -Ronald Burt, University of Chicago
Teams with greater training and
experiential diversity introduce
more innovations. “Management Team Tenure and Organizational
Outcomes” Finkelstein, Hambrick (1999)
Administrative Science Quarterly
&
“Management and Innovation” Bantel, Jackson (2002)
Strategic Management Journal