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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.
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Thank You Sponsors
Champion
Leaders
Supporter
Allies
