inclusion by design (2016 shr diversity conference) joe gerstandt
TRANSCRIPT
Inclusion by Design
Inclusion by Design @joegerstandt #SHRMDIV
“We need in every community a group of angelic troublemakers.”
Bayard
Rustin
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Fear of Being Different Stifles
TalentHarvard Business Review
March 2014Kenji Yoshino, Christie Smith
What would the number be where you work?
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
Raise your hand if…
Inclusion!
Inclusion?
What is it?
Why does it matter?
How does it happen?
What gets in the way?
Raise your hand if…
What looks like resistance is
often a lack of clarity.
Switch, Dan and Chip Heath
diversity is…
inclusion is…
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
reference:
Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.
Cincinnati, OH: South-Western, 2002.
c. Milton J. Bennett, 2008
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance
Ignore, deny, suppress differences.
Avoid conflict or do it poorly.
Lots of unwritten rules.
Conformity & obedience are rewarded.
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance diversity
performance
Acknowledge and value differences.
Focus on relationships and healthy disagreement.
Few or no unwritten rules.
Honesty is rewarded.
Impact of Diversity on Team Performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Cultural difference becomes an
obstacle to performanceCultural difference becomes an
asset to performance
effectiveness in collective tasksless more
c. Milton J.Bennett, 2008
Copyright © 2009 Hewitt Associates
diversity
performance diversity
performance
Which outcome do you want?
1. Figure out where you are.
2. Figure out where you want to go.
3. Figure out how to get there.
1. Figure out where you are.
2. Figure out where you want to go.
3. Figure out how to get there.
• 10:100:global
• Prime the process.
• Values, mission, vision, strategic plan, SWOT.
• Assess commitment.
• Historical context.
• Assess culture (real & espoused values).
• Industry & Peer analysis.
• Exit interview data.
• Outcome disparities.
• Friction points.
• Competency models.
1.Language & Logic
2.Narrative & Orientation
3.Formal Business Case
4.Behavioral Science • ingroup/outgroup
dynamics
• obedience &
conformity
• conflict
• bias
1. Figure out where you are.
2. Figure out where you want to go.
3. Figure out how to get there.
What are the
characteristics of
an inclusive
experience?
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
belongingnesshigh
belongingness
low
uniqueness
high
uniqueness
low
belongingnesshigh
belongingness
low
uniqueness
high
uniquenessinclusion:
Individual is treated as an
insider and also
allowed/encouraged to retain
uniqueness within the work
group.
low
belongingnesshigh
belongingness
low
uniquenessexclusion:
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
uniquenessinclusion:
Individual is treated as an
insider and also
allowed/encouraged to retain
uniqueness within the work
group.
low
belongingnesshigh
belongingness
low
uniquenessexclusion:
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
uniquenessdifferentiation:
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
belongingnesshigh
belongingness
low
uniquenessexclusion:
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
uniquenessdifferentiation:
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.
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
good assimilation
vs.
bad assimilation
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
What score would you give your
organization?
What score would you give your
department?
What score would you give to the last
meeting you participated in?
What score would you give to the
typical 1:1 interaction?
inclusion
How do I feel?
What do I know, believe, understand?
What do I have access to?
How am I interacted with?
assimilation
What Google Learned
From Its Quest to Build
the Perfect Team
Project Aristotle
180+ teams
250+ attributes
200+ interviews
inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are
We see inclusion as characteristic of a mutually beneficial,
value-congruent, employee-employer relationship, a
relationship in which both parties are “all in,” a relationship
in which belonging and uniqueness are both valued.
We see inclusion as an opportunity for competitive
advantage and are committed to removing barriers to
participation & belonging and providing employees with
tools & practices for identifying and removing said
barriers.
clarity is our best friend…
When I am included:
What do I know?
What do I feel?
What do I believe?
What do I have access to?
1.beginning of day
2.decision-making
3.interactions / social norms
4.meetings
5.conflict
6.end of day
inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are
What is inclusive about this experience now?
What is not inclusive about this experience now?
How is belonging promoted? How is it rewarded?
How is uniqueness promoted? How is it rewarded?
Are there barriers to belonging, uniqueness or
participation?
Is it always safe for everyone to tell the truth here?
Who has good ideas?
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
1.beginning of day
2.decision-making
3.interactions / social norms
4.meetings
5.conflict
6.end of day
inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are
What is inclusive about this experience now?
What is not inclusive about this experience now?
How is belonging promoted? How is it rewarded?
How is uniqueness promoted? How is it rewarded?
Are there barriers to belonging, uniqueness or
participation?
Is it always safe for everyone to tell the truth here?
1. Figure out where you are.
2. Figure out where you want to go.
3. Figure out how to get there.• tools
• practices
• policies
• competencies
“We need in every community a group of angelic
troublemakers.”
Bayard
Rustin
Thank you!