building an inclusive culture (national safety council nebraska annual conference)

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slides from a joe gerstandt presentation at the National Safety Council Nebraska annual conference on building an inclusive organizational culture

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Page 1: building an inclusive culture (National Safety Council Nebraska annual conference)

Building an Inclusive Culture

@joegerstandt

Page 2: building an inclusive culture (National Safety Council Nebraska annual conference)

[email protected]

linkedin.com/in/joegerstandt

facebook.com/joegerstandt

youtube.com/joegerstandt

twitter.com/joegerstandt

slideshare.net/joeg

402.740.7081

Page 3: building an inclusive culture (National Safety Council Nebraska annual conference)

@jo

eg

ers

tan

dt

Hospital Corporation of America

Principal Financial

Experian Financial

Sletten Construction

Centric Consulting

ConAgra Foods

Target

Cox Communications

Navigant Consulting

Veridian Credit Union

Bankers Trust

Walmart

Alegent Health

Federal Aviation Administration

Progressive Insurance

Citizens Electric

Central Intelligence Agency

Page 4: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to

human behavior and bias

Page 5: building an inclusive culture (National Safety Council Nebraska annual conference)

simple self assessment

• assess your organization on 8 characteristics

• red = bad

• yellow = fair

• green = good

• start thinking about a move forward plan

Page 6: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 7: building an inclusive culture (National Safety Council Nebraska annual conference)

What looks like

resistance is

often a lack of

clarity.Switch, Dan and Chip Heath

Page 8: building an inclusive culture (National Safety Council Nebraska annual conference)

diversity…

Page 9: building an inclusive culture (National Safety Council Nebraska annual conference)

difference

diversity…

Page 10: building an inclusive culture (National Safety Council Nebraska annual conference)

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.

Page 11: building an inclusive culture (National Safety Council Nebraska annual conference)

difference

relational

diversity…

Page 12: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 13: building an inclusive culture (National Safety Council Nebraska annual conference)

difference

relational

takes

many forms

diversity…

Page 14: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 15: building an inclusive culture (National Safety Council Nebraska annual conference)

difference

relational

takes

many forms

disruptive

diversity…

Page 16: building an inclusive culture (National Safety Council Nebraska annual conference)

↑diversity =

↑variance in

performance

groups with more diversity

perform better or worse than

groups with less diversity

Page 17: building an inclusive culture (National Safety Council Nebraska annual conference)

inclusion:

The actions that we

take to include

additional difference

in a process or group.

Page 18: building an inclusive culture (National Safety Council Nebraska annual conference)

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…”

Page 19: building an inclusive culture (National Safety Council Nebraska annual conference)

low

belongingness

high

belongingness

low value in

uniqueness

high value in

uniqueness

Page 20: building an inclusive culture (National Safety Council Nebraska annual conference)

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.

high value in

uniqueness

Page 21: building an inclusive culture (National Safety Council Nebraska annual conference)

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

Page 22: building an inclusive culture (National Safety Council Nebraska annual conference)

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.

Page 23: building an inclusive culture (National Safety Council Nebraska annual conference)

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.

Page 24: building an inclusive culture (National Safety Council Nebraska annual conference)

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.

Page 25: building an inclusive culture (National Safety Council Nebraska annual conference)

language & logic

1.Common language.

2.Clear and concise.

3.Consistently known.

(what, why & how)

4.Business case.

Page 26: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 27: building an inclusive culture (National Safety Council Nebraska annual conference)

employment practices

1.Perceived fairness.

2.Perceived consistency.

3.Explicit, clear, concise.

4.Malleable.

Page 28: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 29: building an inclusive culture (National Safety Council Nebraska annual conference)

orientation towards difference

Is difference viewed

(formally and

informally) as a

positive thing?

Page 30: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 31: building an inclusive culture (National Safety Council Nebraska annual conference)

Group vs. Individual Decision Making

groups individuals

accuracy

speed

creativity

degree of

acceptance

efficiency

Page 32: building an inclusive culture (National Safety Council Nebraska annual conference)

Group vs. Individual Decision Making

groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

Page 33: building an inclusive culture (National Safety Council Nebraska annual conference)

Group vs. Individual Decision Making

groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

Page 34: building an inclusive culture (National Safety Council Nebraska annual conference)

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

Page 35: building an inclusive culture (National Safety Council Nebraska annual conference)

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

Page 36: building an inclusive culture (National Safety Council Nebraska annual conference)

decision making

1.Prioritize diversity of input.

2.Explicit agreements.

3.Support & training.

4.Conflict management

integral to leadership /

management model.

Page 37: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 38: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 39: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 40: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 41: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 42: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 43: building an inclusive culture (National Safety Council Nebraska annual conference)

consider a ten person team

1

2

4 5

9

3

876

10

Page 44: building an inclusive culture (National Safety Council Nebraska annual conference)

1

9

7

6

5

2

3 8410

Page 45: building an inclusive culture (National Safety Council Nebraska annual conference)

Outcome disparities often

linked to social disparities.

Page 46: building an inclusive culture (National Safety Council Nebraska annual conference)

homophily: the tendency of

individuals to associate and bond with

similar others. The presence of

homophily has been discovered in a

vast array of network studies. More

than 100 studies have observed

homophily in some form or another

and establish that similarity breeds

connection. These include age,

gender, class, and organizational role.

Page 47: building an inclusive culture (National Safety Council Nebraska annual conference)

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?

Page 48: building an inclusive culture (National Safety Council Nebraska annual conference)

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?

Page 49: building an inclusive culture (National Safety Council Nebraska annual conference)

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?

Page 50: building an inclusive culture (National Safety Council Nebraska annual conference)

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?

Page 51: building an inclusive culture (National Safety Council Nebraska annual conference)

analysis

• group

• proximity

• expertise

• hierarchy

• gender

• age

• race

• ethnicity

Page 52: building an inclusive culture (National Safety Council Nebraska annual conference)

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?

Page 53: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 54: building an inclusive culture (National Safety Council Nebraska annual conference)

relational networks

1.Value relationships and

relationship building.

2.Bridge building.

3.Big, far-reaching networks.

4.Diverse networks.

Page 55: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 56: building an inclusive culture (National Safety Council Nebraska annual conference)

employment outcomes

1.Balanced.

2.Reflective.

Page 57: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to human

behavior and bias

Page 58: building an inclusive culture (National Safety Council Nebraska annual conference)

access

Do employees (regardless of

who they are) have access to:

1.Information.

2.Influence.

3.Change.

Page 59: building an inclusive culture (National Safety Council Nebraska annual conference)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. access

8. evidence based approach to

human behavior and bias

Page 60: building an inclusive culture (National Safety Council Nebraska annual conference)

When Performance Trumps Gender Bias: Joint versus

Separate Evaluation

Iris Bohnet

Alexandra van Geen

Max H. Bazerman

Harvard Business SchoolWorking Paper 12-083 | March, 2012

Page 61: building an inclusive culture (National Safety Council Nebraska annual conference)

human intelligence

1.Accurate understanding of

human nature.

2.Efforts to mitigate bias.

3.Variance in employee

experience.

4.Authenticity.

Page 62: building an inclusive culture (National Safety Council Nebraska annual conference)
Page 63: building an inclusive culture (National Safety Council Nebraska annual conference)

www.joegerstandt.com

[email protected]

www.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

www.facebook.com/joegerstandt

402.740.7081