forward! authenticity, diversity and inclusion for the future

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authenticity

authenticity

authenticity

authenticity

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

Top Regrets of The Dying

1. I wish I’d had the courage to live a life

true to myself, not the life others

expected of me.

2. I wish I hadn’t worked so hard.

3. I wish I’d had the courage to express

my feelings.

4. I wish I had stayed in touch with my

friends.

5. I wish that I had let myself be happier.

self censorship

playing small

covering

downplaying differences

conforming

playing into expectations

Fear of Being Different Stifles

Talent

•29% altered their attire, grooming or

mannerisms to make their identity

less obvious

•40% refrained from behavior

commonly associated with a given

identity

•57% avoided sticking up for their

identity group

•18% limited contact with members of

a group they belong to

There can be no

happiness if the

things we believe in

are different from the

things we do.-Freya Stark

awareness

accountability

adventure

advocate

awareness

accountability

adventure

advocate

Who are you?

What are you here

for?

What is your gift?

share

awareness

accountability

adventure

advocate

@joegerstandt

Is there

any

evidence?

you need a team

awareness

accountability

adventure

advocate

share

awareness

accountability

adventure

advocate

How will you help others?

awareness

accountability

adventure

advocate

moving forward

A commitment to diversity

must begin with a

commitment to individual

authenticity.

#wdnfwd

@joegerstandt

moving forward

Your first contribution to a

more diverse workforce lies

in making your unique

contribution.

#wdnfwd

@joegerstandt

MT

engineers

MT

management

MT

engineers

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

Tuesday

morning

January

28th

1986

MT

management

MT

engineers

NASA

management

MT

management

NASA

management

g

r

o

u

p

t

h

i

n

k

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.

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

consider

decision

making… 1 - 10

What

makes it

better?

So, how do you do…

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

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

acceptancex

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

Group vs. Individual Decision Making

groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

What looks like

resistance is

often a lack of

clarity.-Switch, Dan and Chip Heath

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

difference makes a difference…

• “we vs. they” mentality

• stereotyping

• in-group favoritism

• inter-group conflict

• satisfaction, performance, turnover all get worse

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…”

inclusion:“I define connection as the energy that

exists between people when they feel

seen, heard, and valued; when they can

give and receive without judgment; and

when they derive sustenance and

strength from the relationship.”

-Brene Brown

low

belongingness

high

belongingness

low value in

uniqueness

exclusion:Individual is not treated

as an organizational

insider with unique

value in the work group

but there are other

employees or groups

who are insiders.

assimilation:Individual is treated as

an insider in the work

group when they conform

to org. / dominant culture

norms and downplay

uniqueness.

high value in

uniqueness

differentiation:Individual is not treated

as an organizational

insider in the work

group but their unique

characteristics are seen

as valuable and required

for group / organization

success.

inclusion:Individual is treated as

an insider and also

allowed/encouraged to

retain uniqueness within

the work group.

Thinking about inclusion…

How safe is it to

be unpopular

here?

identity diversity:Differences in our social identities.

cognitive diversity:Differences in how we think and solve problems.

cognitive diversity

The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives.

-Miller, et al (1998) Strategic Management Journal

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

Solving technical problems

Analyzing complex issues

Logical approach

Interpersonal aspects of situations

Ice breakers

Socializing in meetings

Conceptualizing

Innovating

Seeing the big picture

Routine Meetings

Details

Structure

Expressing ideas

Understanding group dynamics

Team building

Logic ahead of feelings

No interaction with people

Implementing ideas

Developing plans

Follow-up and completion

“Blue Sky” thinking

Not following the rules

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Cerebral Mode (abstract & intellectual thought)

Limbic Mode (concrete and emotional processing)

Left

Mode

Rig

ht M

ode

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

potential

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

tension

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

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

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

but…

team #1

This team greatly

overrates its own

problem solving

capacity.

team #2

This team greatly

underrates its

problem solving

capacity.

If everyone is

thinking the same

thing, someone

isn’t thinking at all.-George S. Patton

dysfunction

dysfunctional disagreement

dysfunctional agreement

also

dysfunction

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

avoid

conflict

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

sweet

spot

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

identity diversity:Differences in our social identities.

cognitive diversity:Differences in how we think and solve problems.

i

d

e

n

t

i

t

y

d

i

v

e

r

s

i

t

y

time

for

some

exercise

It requires no hatred or fear to

assign meaning to the things

that we see, we do it

automatically.

The problem is that we forget,

do not realize, or deny that

this even happens.

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.

fundamental attribution error

An unjustified tendency to

assume that a person’s

actions depend on what kind

of person that person is

rather than on the social

environmental forces

influencing the person.

pygmalion effect

Based on research by Robert

Rosenthal and Lenore

Jacobson, showing that

biased expectations affect

reality and create self-

fulfilling prophecies as a

result.

If you do not

intentionally,

include, you will

unintentionally

exclude.

how

doing inclusion

work to

have a

beginners

mind

fight more better

doing inclusion

high

difference

low

difference

high

interaction

learning

growth

self-organization

stress

conflict

exhaustion

celebration

reinforcement

energy

low productivity

wasted energy

factions

low

interaction

reflection

safety

clearing the decks

isolation

misunderstanding

frustration

comfort

belonging

rest and recovery

boredom

stagnation

deathDifference Matrix

Glenda Eoyang HSDI

high

difference

low

difference

high

interaction

move to low difference:Tell a joke.

State a shared value or

belief.

Share personal experience.

Pick a low difference topic.

move to low

interaction:Stop communicating.

Leave the area.

Explain yourself.

Pick a low

communication topic.

low

interaction

move to high

interaction:Ask a question.

Use another medium.

Listen more.

Pick a high communication

topic.

move to high

difference:Amplify little

differences

Play devils advocate

Pick a high difference

topicDifference Matrix

Glenda Eoyang HSDI

doing inclusion

disentangle intentions

and outcomes

doing inclusion

use new tools

doing inclusion

think about

networks

consider a ten person team

1

2

4 5

9

3

876

10

1

9

7

6

5

2

3 8410

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

The social

origins of

good ideas.

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?

Please take a

few seconds

and fill out the

survey.

www.joegerstandt.com

joe.gerstandt@gmail.com

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402.740.7081

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