future of diversity and inclusion 4 next practices (hram 2015)
TRANSCRIPT
the
future
of
diversity &
inclusionnext practices
@joegerstandt
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youtube.com/joegerstandt
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“Well, I could be
wrong, but I believe
diversity is an old, old
wooden ship that was
used during the Civil
War era.”
-Ron Burgundy (Anchorman)
Inclusion!
Inclusion?
Inclusion?
What does that mean?
Inclusion?
What does that mean?
Who…
Inclusion?
What does that mean?
Who is included…
Inclusion?
What does that mean?
Who is included in
what?
Inclusion?
What does that mean?
Who is included in
what?
What kind of things do
you do to be inclusive?
Gender Equity
Women’s
salary will
achieve
equity in
2105
Women in
management
will achieve
equity in
2100
Office of Accounting and Budget, September 2010
People of Color F100 boards
2004
14.9%2010
15.5%
2010 Alliance for Board Diversity Census
@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
Marriott
Federal Aviation Administration
Progressive Insurance
Citizens Electric
Central Intelligence Agency
“We need in every community a
group of angelic troublemakers.”
Bayard Rustin
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
Where shall we go from here?
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
Top Regrets of The Dying
Bronnie Ware, palliative nurse
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.
Fear of Being
Different Stifles Talent
Harvard Business ReviewMarch 2014
Kenji Yoshino, Christie Smith
•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
66% of these employees said that it
significantly undermined their
sense of self
50% stated that it diminished their
sense of commitment
Inclusion and Diversity in
Work Groups: A Review and
Model for Future ResearchLynn M. Shore
Amy E. Randel
Beth G. Chung
Michelle A. Dean
Karen Holcombe Ehrhart
Gangaram Singh San
Diego State University
Journal of Management Vol. 37 No. 4, July 2011
low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness
low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness
inclusion:Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
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
inclusion:Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
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
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.
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.
Is it safe to be
unpopular?
Is there a
penalty for
candor?
Are there
things we do
not discuss?
consider
culture… 1 - 10
What
needs to
change?
assimilation inclusion
Individual is treated as an
insider in the work group
when he/she conforms to
dominant culture
norms and downplays
uniqueness.
Individual is treated as
an insider and is
allowed and
encouraged to retain
uniqueness within the
work group.
1 2 3 4 5 6 7 8 9 10
do stuff!
• start with yourself
• reward initiative, expression &
risk taking
• provide variety of ways to
participate & share
• provide employees with more
choice
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #HRAM
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
How do you make
decisions?
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
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.
dysfunction
dysfunctional disagreement
dysfunctional agreement
also
dysfunction
If everyone is
thinking the same
thing, someone
isn’t thinking at all.-George S. Patton
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
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
do stuff!
• explicit framework for decision
making and disagreement
• promote, teach, reward
respectful disagreement and
assertive communication
• conflict management as a core
management competency
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #HRAM
Maybe this looks more familiar?!
consider a ten person team
1
2
4 5
9
3
876
10
1
9
7
6
5
2
3 8410
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?
do stuff!
• prioritize relationships
• make social time and space
• deliberate efforts to build
bridges
• social tools
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #HRAM
“Time and again, the research
shows that interviews are
poor predictors of job
performance because we tend
to hire people we think are
similar to us rather than those
who are objectively going to
do a good job.”-Ori Brafman, quoted in “Overcoming the ‘Sway’ in
Professional Life”. The New York Times July 15, 2008.
This is a good
person.
good
This is a good
person.
good bad
This is a good
person.
good bad
Less than 15% of American men
are over six foot tall, yet almost
60% of corporate CEOs are over
six foot tall. Less than 4% of
American men are over six foot,
two inches tall, yet more than
36% of corporate CEOs are over
six foot, two inches tall.
Timothy A. Judge, Ph.D., University of Florida, and
Daniel M. Cable, Ph.D., University of North Carolina
Using data from actual auditions for 8
orchestras over the period when
screens were introduced, auditions
with screens substantially increased
the probability that women were
advanced (within the orchestra) and
that women were hired. These results
parallel those found in many studies of
the impact of blind review of journal
article submissions.Caffrey, M. (1997, May 12). Blind auditions help women. Princeton Weekly Bulletin. Based on Goldin, C & Rouse, C. (2000).
Orchestrating impartiality: The impact of “blind” auditions on female musicians. American Economic Review, 90, 715–741.
Bias is:
Bias is:
• a mental shortcut
• automatic association
mental associations without:
• awareness
• intention
• control
These often conflict with our conscious
attitudes, behaviors, and intentions.
What is Unconscious Bias?
amygdala:
processing
and memory of
emotional
reactions,
especially fear
anterior
cingulate cortex:
autonomic
functions, rational
functions
(decision-making,
empathy, reaction
to reward,
emotion, etc.)
System
One
Thinking
“Fast
Brain”
pre-frontal
neocortex:
perceptual
awareness,
thought,
language, and
consciousness
System
Two
Thinking
“Slow
Brain”
System
Two
Thinking
“Slow
Brain”
System
One
Thinking
“Fast
Brain”
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.
mental associations without:
• awareness
• intention
• control
These often conflict with our conscious
attitudes, behaviors, and intentions.
What is Unconscious Bias?
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
If you do not
intentionally,
include, you will
unintentionally
exclude.
do stuff!
• start with yourself
• give your organization (and your
HR function) an accurate and up to
date understanding of human
behavior
• look for opportunities to mitigate
bias in decision making about
individuals (interviewing, hiring
decisions, evaluation, etc.)
“We need in every community a
group of angelic troublemakers.”
Bayard Rustin
joegerstandt.comlinkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Thank
you!