Leading Inclusion: D&I Next Practices

Leading Inclusion Diversity & Inclusion Next Practices

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JASON LAURITSEN [email protected] twitter.com/jasonlauritsen

JOE GERSTANDT [email protected] 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.

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.

Next

Practices

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?


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?


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?


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



space design




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


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


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

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…


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

55


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



space design




social technology

• LinkedIn

• 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



space design




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



space design




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

Leading Inclusion: D&I Next Practices

Technology

Transcript of Leading Inclusion: D&I Next Practices